Commentary: Interim leadership of academic departments at U.S. medical schools

Acad Med. 2009 Oct;84(10):1328-9. doi: 10.1097/ACM.0b013e3181b6b1bb.


Medical schools and teaching hospitals are experiencing more frequent turnover of department chairs. Loss of a department chair creates instability in the department and may have a negative effect on the organization at large. Interim leadership of academic departments is common, and interim chairs are expected to immediately demonstrate skills and leadership abilities. However, little is known about how persons are prepared to assume the interim chair role. Newer competencies for effective leadership include an understanding of the business of medicine, interpersonal and communication skills, the ability to deal with conflict and solve adaptive challenges, and the ability to build and work on teams. Medical schools and teaching hospitals need assistance to meet the unique training and support needs of persons serving as interim leaders. For example, the Association of American Medical Colleges and individual chair societies can develop programs to allow current chairs to reflect on their present positions and plan for the future. Formal leadership training, mentorship opportunities, and conscientious succession planning are good first steps in preparing to meet the needs of academic departments during transitions in leadership. Also, interim leadership experience may be useful as a means for "opening the door" to underrepresented persons, including women, and increasing the diversity of the leadership team.

Publication types

  • Comment

MeSH terms

  • Faculty, Medical / organization & administration*
  • Hospitals, Teaching / organization & administration
  • Humans
  • Interpersonal Relations
  • Leadership
  • Personnel Selection / organization & administration
  • Personnel Selection / statistics & numerical data
  • Personnel Turnover / statistics & numerical data
  • Schools, Medical / organization & administration*
  • United States
  • Workforce