As the industry grapples with increasingly complex challenges related to technology, staffing shortages, financial sustainability, and more, experts agree that effective physician leaders are essential to guide organizations toward solutions. The clinical expertise that physicians bring to the boardroom ensures administrators understand the impact of their decisions on patients and clinical staff. The need is clear. Yet a new joint study from Jackson Physician Search and the Medical Group Management Association (MGMA) reveals significant gaps in preparing physicians for leadership roles.
The absence of leadership training is not due to a lack of interest. According to the study, more than two-thirds (67%) of physicians expressed interest in leadership roles. However, only 18% had the option to pursue formal business, executive, or administrative training in medical school. Once employed, access to formal leadership development often remains out of reach. Just 21% of respondents said their organizations offer formal leadership training programs.
As Director of Physician Executive Recruitment for Jackson Physician Search, I regularly speak with physicians pursuing leadership positions at all levels. Their backgrounds are varied, but their reasons for wanting to become physician leaders often have a common theme. They want to make an impact both in their organizations and communities. The report from MGMA and Jackson Physician Search confirms my observations. If you haven’t thought about a career as a physician leader, keep reading for a list of reasons you may want to reconsider.
1. Physician Leaders Have a Voice in Organizational Decisions
Physicians in leadership roles, especially executives, typically have access to administrators and are thus perceived to have a voice in organizational decisions — something many physicians want. In the survey, physicians expressed various reasons for their interest in leadership, but the most common motivation (cited by 69%) was to have a voice in organizational decisions. Physicians already working in leadership roles also noted this as their primary motivation (cited by 81%), perhaps confirming the perception that physician leaders do have influence.
When you consider that two-way communication with management is consistently one of the top factors in physician job satisfaction, having a voice in the organization — and using it to make an impact — would be a prime motivator for pursuing physician leadership.
2. Physician Leaders Build and Sustain Organizational Culture
Physician leaders are also involved in building and sustaining organizational culture, something 69% of leaders say was among the reasons they pursued leadership. Physicians who are not yet in leadership roles also see this as part of the appeal, cited by 42%. Physician leaders are in an ideal position to understand the cultural needs of clinical staff and communicate those needs to administrators. While their clinical expertise ensures administrative policies consider the impact of policies on patients, it also ensures administrators consider the effect of their decisions on clinical staff. In this way, physician leaders can genuinely impact the culture of the organization.
3. Physician Leaders Make an Impact in the Community
Nearly half (49%) of would-be physician leaders are motivated by a desire to impact their communities, something also motivating 44% of current physician leaders. These mission-minded physicians often feel called to serve the underserved and work to expand access to healthcare in their communities and beyond. Indeed, physicians at all levels can impact their communities by caring for underserved populations, but many physicians feel they can have a broader impact by serving in leadership roles.
4. High Demand for Good Physician Leaders
As we discussed in the opening of this article, the industry needs physician leaders, and the research confirms it, with most organizations prioritizing putting physicians in leadership roles. In the survey, three out of four respondents agreed that placing physicians in clinical leadership roles at their organizations is a priority, and 59% agree it is a priority to place physicians in executive-level roles. This indicates a high demand for qualified physicians, but what exactly does that mean?
The qualifications may not be as strict as you think. According to the survey, just 6% of respondents said their organizations required physicians in leadership to have advanced degrees (beyond an MD or DO), though 27% said “it depends on the position.” The survey reveals opinions on the years of experience required and the types of degrees and/or certifications preferred, but the bottom line is that the industry needs physician leaders. So, those willing to develop the necessary skill sets — by any means — will always have opportunities.
The Time is Now
The healthcare industry faces evolving challenges that make physician leadership more critical than ever. Physicians in leadership roles bridge administrative priorities and the needs of clinical staff and patients. Their presence in the boardroom positively impacts quality care initiatives, physician recruitment, organizational culture, and physician satisfaction. While the demand for physician leaders is high, more formal leadership training opportunities are needed. For those willing to develop their skills, there are many benefits to becoming a physician leader. Still, it essentially boils down to having an opportunity to make an impact in both your organization and your community. The future of healthcare depends on the presence of strong physician leaders, so if you are willing to pursue the path to physician executive jobs, now is the time to take action.
If you are interested in physician executive jobs or other physician jobs with leadership responsibilities, contact the physician executive recruitment team at Jackson Physician Search today. We look forward to helping you achieve your goals in a physician executive job.
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The Physician Career Resource Center provides articles, whitepapers, and infographics designed to help physicians through all aspects of the physician job search and, specifically, the physician executive job search.
About Mark Dotson
Mark began his career out of college recruiting for Allied Health Therapists (PT, OT, and SLP) for long-term care facilities in 1996. In 2002, he joined HCA Healthcare, recruiting physicians of multiple specialties in the Tennessee, Kentucky, and Indiana markets. He also worked to develop a team dedicated to sourcing physicians nationally in specific areas of focus for the organization, helping HCA establish an in-house hospital service line for many of their hospitals. Mark saw the growing need for this line of service and was recruited to lead the recruitment effort of Cogent Healthcare.
Mark spent the next nine years in Hospital Medicine recruitment and business development with different companies before finding his way back to HCA. In 2016, he began leading HCA’s Physician Executive Recruitment and Development for the entire country. He quickly realized combining his focus and excitement for working with physicians and helping grow their careers outside a clinical setting was a perfect fit for him. During his tenure, HCA established CMOs in more than 100+ facilities and created and grew a new entry point for physicians to become leaders by adding the position of ACMO. In 2023,
Mark led the company’s recruiting effort to assemble a group of physicians for their newly established team of Medical Directors for Medical Claim Denials. The effort proved successful. Mark and his team hired more than 50 physician leaders in less than 12 months.
Mark lives with his wife and son in Nashville, TN. Outside of work, he loves coaching baseball. He’s been a little league coach in the local community since 2005, but he’s been happiest coaching his son’s team since 2017.
