Clare E Jacobson1, Whitney H Beeler2, Kent A Griffith3, Terence R Flotte4, Carrie L Byington5,6, Reshma Jagsi2,7. 1. University of Michigan Medical School, Ann Arbor, MI, United States of America. 2. Department of Radiation Oncology, University of Michigan, Ann Arbor, MI, United States of America. 3. The Center for Cancer Biostatistics, University of Michigan, Ann Arbor, MI, United States of America. 4. School of Medicine, University of Massachusetts Medical School, Massachusetts, United States of America. 5. University of California Health System, University of California, Oakland, CA, United States of America. 6. Department of Pediatrics, UCSF, San Francisco, CA, United States of America. 7. Center for Bioethics and Social Sciences in Medicine, University of Michigan, Ann Arbor, MI, United States of America.
Abstract
PURPOSE: We sought to evaluate common leadership experiences and academic achievements obtained by current U.S. Medical School Deans of Medicine (DOMs) prior to their first appointment as Dean in order to elucidate a common pathway for promotion. METHODS: In April-June 2019 the authors requested a curriculum vitae from each of the 153 LCME-accredited U.S. Medical School DOMs. The authors abstracted data on prior appointments, demographics, and achievements from CVs and online databases. Differences by gender and institutional rank were then evaluated by the Fisher's exact and Wilcoxon rank sum tests. RESULTS: CVs were obtained for 62% of DOMs (95 of 153), with women comprising 16% of the responding cohort (15/95). Prior to appointment as DOM, 34% of respondents had served as both permanent Department Chair and Associate Dean, 39% as permanent Department Chair but not Associate Dean, and 17% as Associate Deans but not permanent Department Chair. There was a non-significant trend for men to have been more likely to have been a permanent Department Chair (76% vs 53%, p = 0.11) and less likely to have been an Associate Dean (48% vs 67%, p = 0.26) compared to women. Responding DOMs at Top-25 research institutions were mostly male (15/16), more likely to have been appointed before 2010 (38% vs 14%, p = 0.025), and had higher H-indices (mean (SD): 73.1 (32.3) vs 33.5 (22.5), p<0.01) than non-Top-25 Deans. CONCLUSIONS: The most common pathway to DOM in this study cohort was prior service as Department Chair. This suggests that diversification among Department Chair positions or expansion of search criteria to seek leaders from pools other than Department Chairs may facilitate increased diversity, equity, and inclusion among DOM overall.
PURPOSE: We sought to evaluate common leadership experiences and academic achievements obtained by current U.S. Medical School Deans of Medicine (DOMs) prior to their first appointment as Dean in order to elucidate a common pathway for promotion. METHODS: In April-June 2019 the authors requested a curriculum vitae from each of the 153 LCME-accredited U.S. Medical School DOMs. The authors abstracted data on prior appointments, demographics, and achievements from CVs and online databases. Differences by gender and institutional rank were then evaluated by the Fisher's exact and Wilcoxon rank sum tests. RESULTS: CVs were obtained for 62% of DOMs (95 of 153), with women comprising 16% of the responding cohort (15/95). Prior to appointment as DOM, 34% of respondents had served as both permanent Department Chair and Associate Dean, 39% as permanent Department Chair but not Associate Dean, and 17% as Associate Deans but not permanent Department Chair. There was a non-significant trend for men to have been more likely to have been a permanent Department Chair (76% vs 53%, p = 0.11) and less likely to have been an Associate Dean (48% vs 67%, p = 0.26) compared to women. Responding DOMs at Top-25 research institutions were mostly male (15/16), more likely to have been appointed before 2010 (38% vs 14%, p = 0.025), and had higher H-indices (mean (SD): 73.1 (32.3) vs 33.5 (22.5), p<0.01) than non-Top-25 Deans. CONCLUSIONS: The most common pathway to DOM in this study cohort was prior service as Department Chair. This suggests that diversification among Department Chair positions or expansion of search criteria to seek leaders from pools other than Department Chairs may facilitate increased diversity, equity, and inclusion among DOM overall.
Authors: Reshma Jagsi; Elizabeth A Guancial; Cynthia Cooper Worobey; Lori E Henault; Yuchiao Chang; Rebecca Starr; Nancy J Tarbell; Elaine M Hylek Journal: N Engl J Med Date: 2006-07-20 Impact factor: 91.245
Authors: Shruti Jolly; Kent A Griffith; Rochelle DeCastro; Abigail Stewart; Peter Ubel; Reshma Jagsi Journal: Ann Intern Med Date: 2014-03-04 Impact factor: 25.391