Please use this identifier to cite or link to this item: https://ahro.austin.org.au/austinjspui/handle/1/27738
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dc.contributor.authorWong, Lee Yung-
dc.contributor.authorWilson, Samuel-
dc.contributor.authorRixon, Andrew-
dc.contributor.authorSendjaya, Sen-
dc.date2021-10-11-
dc.date.accessioned2021-10-18T04:29:42Z-
dc.date.available2021-10-18T04:29:42Z-
dc.date.issued2022-
dc.identifier.citationEmergency medicine Australasia : EMA 2022-02; 34(1): 127-129en
dc.identifier.urihttps://ahro.austin.org.au/austinjspui/handle/1/27738-
dc.description.abstractEmergency medicine (EM) leadership is often conceptualised as either administrative leadership within the structure (e.g. head-of-committee leader) or operational/functional leadership within a group (e.g. resuscitation-scenario team leader). While these bases of identity are practically useful, they often do not take into account the intricate, underlying challenges to one's leader identity presented by the dynamic, fluid and transient context of EM leadership. In particular, emergency physicians face various leader identity challenges such as nonreciprocal leadership claims and grants at the interpersonal level, identity confusion with multiple roles at the intrapersonal level, tribalism at the team level and antithesis of identity workspace at the organisational level. The present paper proposes a reframing of EM leadership as a socially constructed identity process, whereby emergent leaders learn at the individual level to address identity challenges as they negotiate the nuances of leader-follower interactions. Similarly, at an organisational level, there is an opportunity for formal and emergent leaders to create psychologically safe identity workspaces. The co-creation of EM leadership by leaders and followers would help emergent leaders navigate their leader identity, allowing them to simultaneously inspire confidence and exert influence as future-fit health professionals and leaders.en
dc.language.isoeng-
dc.subjectleadershipen
dc.subjectprofessional identityen
dc.subjectsocial identificationen
dc.titleReframing leadership: Leader identity challenges of the emergency physician.en
dc.typeJournal Articleen
dc.identifier.journaltitleEmergency Medicine Australasia : EMAen
dc.identifier.affiliationDepartment of Business Technology and Entrepreneurship, Swinburne University of Technology, Melbourne, Victoria, Australiaen
dc.identifier.affiliationDepartment of Management and Marketing, Swinburne University of Technology, Melbourne, Victoria, Australiaen
dc.identifier.affiliationEmergencyen
dc.identifier.affiliationSchool of Business, Law and Entrepreneurship, Swinburne University of Technology, Melbourne, Victoria, Australiaen
dc.identifier.doi10.1111/1742-6723.13880en
dc.type.contentTexten
dc.identifier.orcid0000-0001-8918-9898en
dc.identifier.orcid0000-0001-9113-7763en
dc.identifier.orcid0000-0001-7397-1631en
dc.identifier.pubmedid34633741-
item.languageiso639-1en-
item.fulltextNo Fulltext-
item.grantfulltextnone-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.cerifentitytypePublications-
item.openairetypeJournal Article-
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