Enhancing the Behavioral Science Knowledge and Skills of 21st-Century Leaders in Academic Medicine and Science

Abstract

Contemporary academic medicine and science faces a leadership dilemma. The selection of leaders is based largely on strong records of individual clinical or research accomplishments. Politics, not values, often drives leadership decision making, resulting in a “silo” mentality leading to a poor alignment of resources with goals. Too many leaders are ill-equipped to lead in the current climate, as they are not in possession of the behavioral science knowledge and skills required of leaders to be successful in today’s academic health enterprise. A shift in orientation from knowing to doing is a critical leadership competency. This article describes how a specific behavioral protocol is used to enhance leaders’ behavioral science knowledge and skills. In turn, these new behaviors allow leaders to enact transformational change in the academic health enterprise.

KEYWORDS:

• leadership
• academic medicine and science
• behavioral protocol
• behavioral science knowledge and skills
• organizational culture
• culture change

ACKNOWLEDGMENTS

I have no conflicts of interest to report. I am the sole author of this article. A portion of the information was presented at the Association for Behavior Analysis International 2014 Seminar on Leadership and Cultural Change, Chicago Hyatt Regency McCormick Place, May 23–25, 2014.