Professional Identity: Enabler or Barrier to Clinical Engagement?

The purpose of this paper is to obtain a better understanding of how leadership is enacted by hybrid doctor-managers (DMs) as well as what engagement strategies hybrid doctor-managers use with their clinical colleagues that may influence organisational objectives being met. This paper provides empirical insights into how hybrid doctor-managers, in their leadership role, engage with their clinical colleagues. The findings suggest that in only a few cases, doctor-managers combine both their organisational and clinical leadership role. As clinical experts, they naturally take on a clinical leadership role, but many fall short in also taking on a managerial leadership role, working towards organisational objectives, such as meeting the key performance indicators, promoting an efficient use of resources and leading organisational change initiatives. We also found that doctor-managers do not have clear role descriptions and that doctors lack managerial qualifications.