https://www.physicianleaders.org/articles The AAPL Weekly is an AAPL member benefit. en-us May 10, 2026 Mon Jun 08 2026 04:35:40 GMT+0000 (Coordinated Universal Time) Copyright 2002, American Association for Physician Leadership journal@physicianleaders.org (Jennifer Weiss) dbarrar@physicianleaders.org (Dave Barrar) https://www.physicianleaders.org/img/AAPL-Weekly-Header-image.png https://www.physicianleaders.org/articles 600 245 https://www.physicianleaders.org/articles/doi/10.55834/plj.7312290505 This article explores two phases of physician development: structured training and fragmented post-training growth. It advocates for continuous, structured programs to enhance skills, retention, and organizational alignment. May 10, 2026 May 10, 2026 R. John Sawyer, II, PhD, ABPP-CN basicArticle https://www.physicianleaders.org/articles/doi/10.55834/plj.9571374799 This article explores toxic followership, its causes, and its negative impact on leaders and organizations, offering strategies to address manipulative behaviors and foster healthier workplace dynamics. May 10, 2026 May 10, 2026 Ronald Dwinnells, MD, MBA, CPE basicArticle https://www.physicianleaders.org/articles/doi/10.55834/plj.5288452037 Generative AI revolutionizes medical hiring by automating sourcing, screening, and communication, but demands ethical oversight to address risks and challenges. May 10, 2026 May 10, 2026 Arthur Lazarus, MD, MBA, CPE, DFAAPL basicArticle https://www.physicianleaders.org/articles/doi/10.55834/plj.3103784930 The author shares her journey to becoming CMO, tackling negotiation, gender bias, and career growth, emphasizing preparation, strategy, and collaboration. May 10, 2026 May 10, 2026 Vidhya Prakash, MD basicArticle https://www.physicianleaders.org/articles/why-effective-leaders-get-branded-as-problems When a leader creates friction, organizations default to a single explanation: the leader needs to change. In reality, that friction usually comes from one or a combination of four different sources-capability, perception, identity, or system. Because those look similar on the surface, organizations tend to categorize them under one bucket, behavior and make high-stakes decisions based on that assumption. The cost is not just ineffective development. It is flawed promotion decisions, stalled succession pipelines, and the quiet loss of high-impact leaders who are labeled as "difficult" when they are, in fact, misread. Jun 8, 2026 Jun 8, 2026 Luis Velasquez, MBA, PhD basicArticle https://www.physicianleaders.org/articles/where-will-doctors-train-residency-applications-abortion-restrictions-and-the-coming-workforce-crisis The Supreme Court's 2022 Dobbs decision returned abortion policy to individual states, creating a patchwork of restrictions with far-reaching implications for the physician workforce. In this SoundPractice episode, host Mike Sacopulos interviews Drs. Anisha Ganguly and Anna Morenz, co-authors of a study in JAMA Network Open examining post-Dobbs residency application trends. Jun 9, 2026 Jun 9, 2026 Anisha Ganguly, MD, MPH | Anna Morenz, MD, MPH | Michael J. Sacopulos, JD basicArticle https://www.physicianleaders.org/articles/are-you-meeting-the-needs-of-the-people-you-lead Organizations often assume leadership succeeds or fails because of a leader's style. But research on follower psychology suggests the bigger issue is alignment: Employees judge leaders based on whether they provide what people need most in a given moment-protection, fairness, vision, expertise, affiliation, or status. Drawing on research across the United States, the United Kingdom, and China, the authors argue that the best leaders are not defined by a single leadership style, but by their ability to diagnose shifting follower needs and adapt before misalignment erodes trust, engagement, and performance. Jun 11, 2026 Jun 11, 2026 Mark van Vugt | Xiaotian Sheng | Wendy Andrews basicArticle