TABLE 8.

Perspectives of survey participants on importance of various academic and leadership experiences on becoming a successful chair.

Importance of Academic Experiences in Becoming a Successful Chair
	Not Important	Neutral	Somewhat Important	Very Important
Basic science research	7 (13.5%)	18 (34.6%)	23 (44.2%)	4 (7.7%)
Clinical research	0 (0%)	4 (7.7%)	28 (53.8%)	20 (38.5%)
Scholarly productivity	0 (0%)	0 (0%)	20 (38.5)	32 (61.5%)
Experience with obtaining grants/funding	2 (3.8%)	9 (17.3%)	22 (42.3%)	19 (36.5%)
Serving in a faculty development role	2 (3.8%)	7 (13.5%)	23 (44.2%)	20 (38.5%)
Resident education role	1 (1.9%)	5 (9.6%)	20 (38.5%)	26 (50%)
Medical student education role	3 (5.8%)	13 (25.0%)	29 (55.8%)	7 (13.5%)
Lobbying/political process exposure	17 (32.7%)	21 (40.4%)	11 (21.2%)	3 (5.8%)
Business/financial training (e.g. MBA)	5 (9.6%)	20 (38.5%)	21 (40.4%)	6 (11.5%)
Other important academic experiences (please specify):
Leadership and management roles	12 (22.8%)
Strong mentorship	2 (3.8%)
Business experience	1 (1.9%)
Working at different institutions and healthcare jurisdictions	1 (1.9%)
Importance of Leadership Experience in Becoming a Successful Chair
	Not Important	Neutral	Somewhat Important	Very Important
Leadership role within division	0 (0%)	4 (7.7%)	12 (23.1%)	35 (67.3%)
Leadership role within department	0 (0%)	2 (3.8%)	16 (30.8%)	33 (63.5%)
Leadership role within hospital	0 (0%)	4 (7.7%)	26 (50.0%)	21 (40.4%)
Leadership role within medical school	2 (3.8%)	9 (17.3%)	29 (55.8%)	9 (17.3%)
Leadership role within community or local government	15 (28.8%)	25 (48.1%)	9 (17.3%)	1 (1.9%)
Leadership role within regional associations	5 (9.6%)	15 (28.8%)	25 (48.1%)	6 (11.5%)
Leadership role within national associations	4 (7.7%)	5 (9.6%)	22 (42.3%)	20 (38.5%)
Other important leadership experiences (please specify):
IRB chair	1 (1.9%)
Journal leadership	1 (1.9%)
Leadership in philanthropy	1 (1.9%)
Military	1 (1.9%)