Physician leaders must take measured steps as systems proceed with mergers, acquisitions and other transactions amid a consolidating healthcare marketplace.

It is a weak assumption that if employed physicians just stay busy, the financial model will be productive.

Physician leaders are closest to brand promises involving patient care and so are best positioned to call attention to whether the system delivers on promises.

Increasingly, legal theory warns that all with significant authority who carry a lofty title may find themselves accountable for the acts of the organization.

In this series of six articles, we introduce an important competency and prepare leaders to function at the intersection of health strategy and enterprise risk.

Knowing how to recognize and take advantage of these impromptu conversations is a worthwhile skill for physician leaders.

Driven by faith, John Fankhauser, quit his family-medicine job and moved his family to Africa. He talks about physician leadership in a nation ravaged by war.

Seminars, online courses, professional development programs, books, podcasts and other resources have never been more accessible for continuing education.

Technology can be a valuable assistant, making organizations more efficient. But data necessary for better outcomes often takes a back seat to bureaucracy.

The author outlines a process similar to peer review in which cases are reviewed, adjudicated, tracked and trended to effectively eradicate the problem.

To be effective leaders, physicians must develop new skills and behaviors beyond those that made them successful clinicians.

Human resources, information technology and finance are integral to creating a new operating system that will transform all health care operations.