How to Run an Academic Department

Abstract

Customarily, academic chairs have embodied the triple role of achieving excellence in the areas of clinical work, education and research. However, with the rapid changes in healthcare, it has become clear that surgical expertise and academic achievements do not necessarily translate into leadership greatness, as the latter requires a different skill set. Currently to successfully run an academic department the chairperson must also be an experienced executive manager, with a deep understanding of business administration, financial restrictions, productivity goals, quality assessment, medical ethics and law. A successful chair needs to be able to balance variable tasks and diverse people, and be proficient in managing uncertainty and change. As numerous, often competing agendas exist at any given time, thoughtful navigation is essential to achieve the department’s goals. Surgeons are attracted to leadership roles in academic medicine and healthcare, but little in their training and education prepares them for these responsibilities. More recently, physician leadership development courses and formal training in management became available in an effort to augment the candidates’ skills in this field and increase their chances of succeeding in their demanding new role as leaders of an academic department. In the current review we summarize the clinical, academic and administrative challenges associated with running an academic department.