Leadership development can happen at all levels of the medical practice

Leadership development isn’t just for folks at the top of the organization chart. Investing in the leadership traits of managers and others can have a positive influence on the business of medicine and patient outcomes.

A March 4, 2025, MGMA Stat poll asked medical group leaders which roles in their organizations had leadership development goals. A majority (69%) said these efforts are centered on those in manager roles or higher (63%) or executives only (6%), but another 31% reported that some non-managers have leadership development goals. The poll had 222 applicable responses.

Respondents shared a range of insights into how they plan for leadership development in their organizations — from structured training programs to mentorship initiatives — as well as the challenges that limit wider access to these opportunities. The most common leadership development initiatives reported for managers and up include:

• Training and education: Many organizations offer structured learning opportunities, such as attending in-house and outside courses, both online and in person.
• Conference and external development: Respondents mentioned participation in conferences, LinkedIn Learning, and in-house training, as well as covering dues and conference expenses for professional organizations.
• Financial support for leadership growth: Several organizations provide tuition reimbursement or stipends for continued education. One respondent noted that their organization encourages quarterly leadership development retreats, and offers stipends for meetings, tuition assistance, and other development opportunities.

For organizations that extend leadership development beyond managerial roles, mentorship and structured training programs are key. Common strategies include:

• Mentorship and coaching: “Through one-on-one meetings and personal development plans as well as mentorship and coaching,” one respondent shared.
• Succession planning : “For those expressing interest or showing promise, we support mentorship, formal education, and non-leader (staff) career ladders.”

In addition to mentorship and succession planning, many organizations invest in formal training programs to cultivate future leaders. One respondent shared, “We have a formal program called ‘New Leaders’ with leadership training culminating in a presentation.” Participation in this program requires a nomination by the department. Another respondent pointed to an internal program called, “The Leadership Academy” to develop future leaders.

Additionally, some organizations incorporate leadership development into performance evaluations, with one respondent noting, “Each staff member needs to do a number of CEUs each year as part of their performance evaluation.”

Conversely, organizations that limit leadership development to executives cite time and resource constraints as primary barriers. One respondent noted, “Lack of planning time due to low FTEs,” suggesting that staffing shortages hinder efforts to expand leadership training beyond top-level roles.

Another shared, “We have career coaching and resources to influence company culture but only at certain administrative levels.”

While leadership development initiatives clearly vary by organization, the underlying goal remains the same: empowering individuals at all levels to drive growth. Expanding leadership training beyond executives and managers can strengthen team dynamics and lead to better engagement and retention. When leadership is viewed as a shared responsibility, organizations can cultivate a more motivated workforce and a stronger commitment to collective success.

Why it matters

In her January MGMA Connection magazine article “Feathered Leadership: Creating a Culture of Sublime Cooperation,” Julie Ann Bouziotis, MBA, FACHE, FACMPE, Department Administrator, Stony Brook Dermatology Associates, Stony Brook University Hospital, details how effective leadership can emerge from all levels of a medical practice, not just from those in executive positions.

The central premise is that by empowering staff members at every rank — including front-line managers and entry-level employees — organizations can create a culture in which everyone takes collective responsibility for success.

Bouziotis emphasizes that healthcare environments are increasingly complex, in which staff should be coached on becoming problem solvers and simplify common issues on the fly. She boils this down to a three-step process:

1. Define the situation.
2. Identify the complication of that situation.
3. Right the situation (problem-solve to find resolution).

By fostering leadership traits in these staff members, medical practices can better adapt to changing conditions, improve patient satisfaction, and maintain efficient operations.

One of the key points is that leadership development should not be confined to formal trainings reserved for department heads or executives. Rather, Bouziotis advocates for an ongoing approach that includes workshops, mentorship programs, and peer-to-peer coaching for individuals at many levels. Such programs can strengthen communication skills, boost morale and encourage the kind of collaborative mindset that helps teams function cohesively.

The article also reminds those in leadership roles that they should “model the vulnerability you want” a new manager to display. One of the ways to achieve this is posing a series of three questions to your team:

1. What is the one thing I currently do you would like me to continue to do?
2. What is the one thing I don’t do frequently enough you think I should do more often?
3. What can I do to make you more effective?

“Empowering managers with coaching, mentoring and a leadership mindset creates a powerful synergy that drives transformative results,” Bouziotis writes. “Those who strive to do more will rise to the challenge, becoming more curious and bringing out their best selves.” 

This “feathered” approach to leadership may not be an easy path, “by investing time and focusing on root issues, we can make meaningful progress,” Bouziotis writes.

Additional resources

• “MGMA Insights: Leading from the middle with Lonn McDowell”
• “Create and sustain a successful leadership development institute”
• “Succession management: An essential strategy for organizational success”
• “The power of purpose: A five-part framework for engaging and retaining healthcare staff”
• “The value of internships, fellowships and mentoring for medical group practice administration”
• “Engaging staff and fostering joy at work”
• “Beyond hierarchies: Pushing the limits of empowerment in your medical practice”
• “Leading, guiding and nurturing through change: An essential capability for healthcare leaders”