Abstract
Leadership in today’s hospital medicine environment requires vision, clear goals and importantly, engagement and buy-in from practice members. The phenomenon of “quiet quitting,” a form of disengagement can be combatted through the methods of LEAD (Litmus test, Encouragement and Empowerment, Advocacy and Accountability, Discourse and Discrepancies). Leaders striving to be effective must critically examine their own skill sets and find the balance between operational demands of the modern hospital and physicians’ need for respect and autonomy in the workplace.
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