Journal Article
Lian Dai, Sharon Frattaroli, Jiafu Ji, Christopher G. Myers
BMJ Leader, 2026
BMJ Leader, 2026
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APA
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Dai, L., Frattaroli, S., Ji, J., & Myers, C. G. (2026). Developing a Leadership Competency Model for Chinese Oncologists Using the Delphi Method. BMJ Leader. https://doi.org/10.1136/leader-2025-001354
Chicago/Turabian
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Dai, Lian, Sharon Frattaroli, Jiafu Ji, and Christopher G. Myers. “Developing a Leadership Competency Model for Chinese Oncologists Using the Delphi Method.” BMJ Leader (2026).
MLA
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Dai, Lian, et al. “Developing a Leadership Competency Model for Chinese Oncologists Using the Delphi Method.” BMJ Leader, 2026, doi:10.1136/leader-2025-001354.
BibTeX Click to copy
@article{dai2026a,
title = {Developing a Leadership Competency Model for Chinese Oncologists Using the Delphi Method},
year = {2026},
journal = {BMJ Leader},
doi = {10.1136/leader-2025-001354},
author = {Dai, Lian and Frattaroli, Sharon and Ji, Jiafu and Myers, Christopher G.}
}
Abstract
Background:
Leadership has become an essential component of medical professionalism; yet, China lacks leadership competency models grounded in physicians’ clinical realities. This study aimed to develop a context-specific leadership competency model for Chinese oncologists, aligning international frameworks with local healthcare priorities.
Methods:
A three-round modified Delphi study was conducted between June and October 2024. Thirty initial competencies were derived from a scoping review and the National Health Service Medical Leadership Competency Framework. Forty oncology-related experts participated across rounds, providing 9-point Likert ratings and open-ended qualitative feedback. Quantitative analyses assessed mean scores, standard deviations, and percentage agreement (≥75%), while qualitative responses were thematically analysed to refine items iteratively.
A three-round modified Delphi study was conducted between June and October 2024. Thirty initial competencies were derived from a scoping review and the National Health Service Medical Leadership Competency Framework. Forty oncology-related experts participated across rounds, providing 9-point Likert ratings and open-ended qualitative feedback. Quantitative analyses assessed mean scores, standard deviations, and percentage agreement (≥75%), while qualitative responses were thematically analysed to refine items iteratively.
Results:
Experts reached consensus on a final leadership competency model comprising six domains and 40 specific competencies. The highest-rated competencies included integrity, continuous personal development, healthcare quality management, learning and applying new technologies, ensuring patient safety, and communication within teams. New competencies, not present in prior frameworks, also emerged—such as empathy, clear expression, influence on the public, familiarity with end-of-life care, health economics evaluation, and vision building—capturing the evolving expectations of oncologists as communicators, collaborators, and system improvers in a rapidly changing healthcare environment.
Experts reached consensus on a final leadership competency model comprising six domains and 40 specific competencies. The highest-rated competencies included integrity, continuous personal development, healthcare quality management, learning and applying new technologies, ensuring patient safety, and communication within teams. New competencies, not present in prior frameworks, also emerged—such as empathy, clear expression, influence on the public, familiarity with end-of-life care, health economics evaluation, and vision building—capturing the evolving expectations of oncologists as communicators, collaborators, and system improvers in a rapidly changing healthcare environment.
Conclusion:
The resulting competency model reflects the multidimensional nature of oncologist leadership, encompassing professionalism, teamwork, service improvement, and social responsibility. It offers a practical framework for leadership development and assessment in oncology and provides methodological guidance for building physician leadership competency models in other medical fields.
The resulting competency model reflects the multidimensional nature of oncologist leadership, encompassing professionalism, teamwork, service improvement, and social responsibility. It offers a practical framework for leadership development and assessment in oncology and provides methodological guidance for building physician leadership competency models in other medical fields.