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Background <p>Resident participation in, and ownership of, program improvements are important components of resident satisfaction. While ACGME requirements mandate the accessibility of formal channels to address resident concerns, little is known regarding effective methods for resident participation in program-level change. We aimed to understand general surgery resident (GSR) perceptions of both program responsiveness and ability to influence change.</p> Methods <p>All GSR at a large, academic institution were surveyed in July 2024. The survey contained binary, open-ended, and rating questions on a 5-point Likert scale. Thematic analysis was performed on open-ended responses from the anonymized survey. Themes were developed inductively and iteratively.</p> Results <p>Completing the survey were 40 of 72 (55.5%) residents, including 16 (40.0%) junior residents (PGY1-2), 16 (40.0%) lab residents (PGY3-4), and eight (20.0%) senior residents (PGY5-8). Residents across all years agreed they were able to provide feedback (mean [SD], 4.35 [0.61]) and interface with program leadership (4.40 [0.73]). They were neutral on ability to influence program-level changes (3.42 [0.95]) and on how feedback is incorporated (3.58 [0.89]). Twenty-seven (67.5%) GSR felt they had the cognitive bandwidth to influence change or be a leader within the residency, however only 19 (47.5%) believed they had sufficient time to do so. Barriers to participation included juggling clinical and non-clinical duties, time spent on interests outside of leadership, and the need to focus on learning surgery rather than extracurricular activities. Thirty-eight (95.0%) were interested in engaging in opportunities for programmatic change, however only 23 (57.5%) desired a formal leadership position. When asked about this discrepancy, GSR discussed a perceived higher level of commitment and concerns about their capability for a formal position, and they questioned the necessity of a formal leadership position to influence change.</p> Conclusions <p>GSR experience a disconnect in their ability to provide feedback and to influence change. While many residents do not seek formalized leadership positions, they want opportunities to engage in program-level change. Further study should be aimed at interventions to broaden resident participation in decision-making and leadership.</p>

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Leadership and engagement in residency: a mixed-methods study of general surgery residents

  • 期刊论文

  • 发表日期：

    2026年1月5日

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  • Ariana Naaseh,
  • Katharine E. Caldwell,
  • Bethany C. Sacks,
  • Paul E. Wise,
  • Jennifer Yu

摘要

Background

Resident participation in, and ownership of, program improvements are important components of resident satisfaction. While ACGME requirements mandate the accessibility of formal channels to address resident concerns, little is known regarding effective methods for resident participation in program-level change. We aimed to understand general surgery resident (GSR) perceptions of both program responsiveness and ability to influence change.

Methods

All GSR at a large, academic institution were surveyed in July 2024. The survey contained binary, open-ended, and rating questions on a 5-point Likert scale. Thematic analysis was performed on open-ended responses from the anonymized survey. Themes were developed inductively and iteratively.

Results

Completing the survey were 40 of 72 (55.5%) residents, including 16 (40.0%) junior residents (PGY1-2), 16 (40.0%) lab residents (PGY3-4), and eight (20.0%) senior residents (PGY5-8). Residents across all years agreed they were able to provide feedback (mean [SD], 4.35 [0.61]) and interface with program leadership (4.40 [0.73]). They were neutral on ability to influence program-level changes (3.42 [0.95]) and on how feedback is incorporated (3.58 [0.89]). Twenty-seven (67.5%) GSR felt they had the cognitive bandwidth to influence change or be a leader within the residency, however only 19 (47.5%) believed they had sufficient time to do so. Barriers to participation included juggling clinical and non-clinical duties, time spent on interests outside of leadership, and the need to focus on learning surgery rather than extracurricular activities. Thirty-eight (95.0%) were interested in engaging in opportunities for programmatic change, however only 23 (57.5%) desired a formal leadership position. When asked about this discrepancy, GSR discussed a perceived higher level of commitment and concerns about their capability for a formal position, and they questioned the necessity of a formal leadership position to influence change.

Conclusions

GSR experience a disconnect in their ability to provide feedback and to influence change. While many residents do not seek formalized leadership positions, they want opportunities to engage in program-level change. Further study should be aimed at interventions to broaden resident participation in decision-making and leadership.