104.09 5-Year Follow-up of a Leadership Development Program: Impact on Culture in a Surgery Department

C. A. Vitous1, S. Shubeck1,2, A. Kanters1,2,3, M. Mulholland1,2, J. B. Dimick1  1University Of Michigan,Center For Healthcare Outcomes And Policy,Ann Arbor, MI, USA 2University Of Michigan,Department Of Surgery,Ann Arbor, MI, USA 3University Of Michigan,National Clinician Scholars Program At The Institute For Healthcare Policy & Innovation,Ann Arbor, MI, USA

Introduction: Although a growing body of literature has been focused on the impacts of Leadership Development Programs on individual surgeons, little effort has been focused on understanding the long-term impact these programs can have on surgical culture. The purpose of this study was to explore the impact of implementing a Leadership Development Program on the culture of the Department of Surgery at the University of Michigan.

Methods: Qualitative interviews were conducted with 14 surgical faculty in the first cohort of a Leadership Development Program at the University of Michigan, 5 years after completion of the program. Using NVivo (version 11.4.3), thematic analysis was used to locate, analyze, and report patterns within the data.

Results: Thematic analysis demonstrated that participation in the Leadership Development Program influenced surgical culture in the following ways: 1) promoted a more participative leadership style, providing tools for surgeons to create a more collaborative environment; 2) increased the culture of diversity, with leaders in the department valuing a more inclusive and wide range of skill sets; and 3) strengthened the collegial environment as evidenced by improved morale and relationships within the department. Additionally, several participants expressed difficulty in teasing out what was a direct benefit of the Leadership Development Program versus what could be attributable to other factors, referred to here as the chicken or egg argument.

Conclusion: Reflecting on the past 5 years, almost all of the participants expressed experiencing at least some long-term changes that they thought were related to the Leadership Development Program. This research may provide insight into the broader implications that programs like these have on surgical culture.