Leadership ThriveCircles for Well-Being at University of Colorado School of Medicine (CU SOM)
试验速览
- 阶段
- 不适用
- 状态
- 进行中（未招募）
- 发起方
- 入组人数
- 125
- 试验地点
- 1
- 主要终点
- Burnout
研究概览
简要总结
This study aims to strengthen leadership competencies among CU SOM faculty who have at least five direct reports by promoting meaningful behavior change in leadership practices and fostering a culture of peer support, to advance employee well-being and help reduce burnout among healthcare professionals. 125 leaders will take part in a six-month leadership development program consisting of 6 self-paced learning focus areas and 6 in-person sessions with peers to discuss. The investigators will evaluate the program's implementation process and its effectiveness in achieving desired outcomes.
详细描述
The goal of this project is to design, implement, and evaluate a creative, sustainable leadership development program - Leadership Thrive Circles - focused on helping supervisors: 1) lead with respect and inclusion by ensuring all team members feel valued and welcome; 2) communicate openly and transparently, 3) seek input regularly, 4) support each person's professional growth and aspirations, and 5) express genuine appreciation and gratitude for their contributions. This program will be grounded in evidence-based leadership practices that support professional well-being and help reduce burnout among healthcare professionals.
A core premise of this initiative is that leader well-being is foundational to team well-being. Leaders who experience fulfillment, support, psychological safety, and manageable stress are better positioned to model healthy behaviors, build supportive environments, and promote well-being among their direct reports. Thus, Leadership Thrive Circles is also intentionally designed to strengthen the well-being of leaders themselves-recognizing that investing in leaders produces positive ripple effects across entire teams and departments.
There is a recognized need for leadership development. While there is substantial evidence highlighting the importance of leadership in healthcare-and the core skills leaders should demonstrate with their teams-there remains a gap in programs tailored specifically to the unique needs of CU SOM leaders.
In addition, emerging research underscores that leader well-being directly influences workplace culture, team functioning, and the well-being and retention of faculty and staff. Leaders facing high stress, burnout, or misalignment may struggle to provide effective support, communication, and recognition-factors that the CU SOM well-being data consistently identifies as essential to a healthy, high-functioning environment. Addressing leader well-being is therefore not only beneficial for leaders themselves but also essential for promoting the well-being of their direct reports. Leadership Thrive Circles aims to fill this dual need by equipping leaders with both the skills and the personal well-being resources required to lead healthy, thriving teams.
The objectives are to: 1) Strengthen leadership competencies among CU SOM faculty who have at least five direct reports. 2) Promote meaningful behavior change in leadership practices among these leaders. 3) Foster a culture of peer support as leaders integrate new skills into their daily workflows. 4) Evaluate the program's implementation process and its effectiveness in achieving desired outcomes.
研究设计
- 研究类型
- Interventional
- 分配方式
- Randomized
- 干预模型
- Crossover
- 主要目的
- Health Services Research
- 盲法
- None
入排标准
- 年龄范围
- 18 Years 至 —（Adult, Older Adult）
- 性别
- All
- 接受健康志愿者
- 是
入选标准
- •CU SOM faculty member who is either a physician, advanced practice provider, licensed mental health professional, research scientist or other CU SOM faculty member
- •Works at least half time
- •Has at least 5 employees who directly report to them
- •Not participating in the CU Thrive Circle intervention (like this leadership program but NOT for those in a leadership role)
- •Willingness to participate in the breadth of the leadership program
- •Able to participate in the in-person sessions
- •o Direct report of a leader who is in the program
排除标准
- •Does not fit the criteria outlined above
研究组 & 干预措施
CU Thrive Leadership Circles
The CU SOM leadership program is based on the Wellness-Centered Leadership framework and Mayo Clinic Leadership Index behaviors, using a Colleagues Meeting to Promote and Sustain Satisfaction (COMPASS)-style peer group model to build leadership skills and community. Leaders complete brief pre-work and on-the-job practice challenges delivered through an online dashboard, then participate in facilitated peer sessions to discuss implementation successes and barriers. Sessions are led by trained leader-facilitators, with researchers not present, and include structured agendas to support consistent implementation and skill development.
干预措施: CU Thrive Leadership Circles (Behavioral)
No intervention
Leaders are waitlisted and participate in the CU Thrive Leadership Circles after the intervention group
结局指标
主要结局
Burnout
时间窗: Change from baseline to immediately after the intervention and at 3-months follow-up
Maslach Burnout Inventory (MBI) - Human Services Survey for Medical Personnel (MBI-HSS MP) is a 22-item survey that covers 3 areas: Emotional Exhaustion (EE, range 0-54, higher score greater EE), Depersonalization (DP, range 0 - 30, higher score greater DP), and low sense of Personal Accomplishment (PA, range 0 -48, higher score greater PA). Each subscale includes multiple questions with frequency rating choices of Never, A few times a year or less, Once a month or less, A few times a month, Once a week, A few times a week, or Every day.
Leadership
时间窗: Change from baseline to immediately after the intervention and at 3-months follow-up
Mayo Clinic Leadership Index (MLI) - a validated, self-report instrument developed at Mayo Clinic that asks healthcare professionals to rate their direct-report supervisor across key dimensions of well-being centered leadership, including inclusion, communication, empowerment, professional development, and recognition. The instrument is a 9-item questionnaire. Each item is scored on a 5-point Likert scale ranging from 1 ("strongly disagree") to 5 ("strongly agree").
Professional fulfillment
时间窗: Change from baseline to immediately after the intervention and at 3-months follow-up
Stanford Professional Fulfillment Index (PFI) - a validated instrument designed to measure professional fulfillment (positive aspects of work) among physicians and other healthcare professionals. It includes 6 items assessing intrinsic positive reward from work (e.g., meaningfulness, satisfaction, sense of contribution). It was measured on a Not at all true (0), Somewhat true (1), Moderately true (2), Very true (3), Completely true (4) scale.
Leadership self-efficacy
时间窗: Change from baseline to immediately after the intervention and at 3-months follow-up
Leadership self-efficacy was measured with a modified version of the Mayo Leadership Index to assess their confidence in enacting each of the leadership behaviors. 8-items from the Mayo Leadership Index were modified to start with "I feel confident I can…" and were measured with the following scale: Strongly Agree (5), Agree (4), Neither Agree nor Disagree (3), Disagree (2), Strongly Disagree (1) scale.
Belonging
时间窗: Change from baseline to immediately after the intervention and at 3-months follow-up
Adapted from the belonging assessment used in Hunderfund et al., Sense of Belonging Among Medical Students, Residents, and Fellows: Associations with Burnout, Recruitment Retention, and Learning Environment. Two items capturing participants' self-reported sense of belonging within key institutional contexts - within the school and their unit. This was assessed on a 1 = Strongly disagree to 5 = Strongly agree scale.
Social isolation
时间窗: Change from baseline to immediately after the intervention and at 3-months follow-up
Social isolation - the Patient-Reported Outcomes Measurement Information System (PROMIS) 4-item short form of the social isolation scale was used. It was measured on a Never (0), Rarely (1), Sometimes (2), Often (3), Always (4) scale.
次要结局
- Organizational health climate(Change from baseline to immediately after the intervention and at 3-months follow-up)
- General self-efficacy(Change from baseline to immediately after the intervention and at 3-months follow-up)
- Intent to leave(Change from baseline to immediately after the intervention and at 3-months follow-up)
研究者
Natalie Schwatka
Associate professor
Colorado School of Public Health