Most physicians are smart and very talented. They’re skilled clinicians and technically superb. But despite such abilities, they fail to get others to follow them, once they take on the role of leader. As a consequence, they’re unable to get physicians to change or improve performance.
Jay Conger, a professor of business at Claremont McKenna College who has devoted his career to the study of leadership, has helped me understand why — why even individuals otherwise blessed with outstanding ability fall short as leaders.
Conger has defined two categories of traits that exert a major influence on leadership success. He calls the positive traits, valued in leaders and associated with success, the “enablers,” and includes such things as intelligence, communication skills, and charisma.
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