Journal Article
Lian Dai, Sharon Frattaroli, Jiafu Ji, Christopher G. Myers
BMJ Leader, 2026 Mar 23
BMJ Leader, 2026 Mar 23
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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 (March 23, 2026).
MLA
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Dai, Lian, et al. “Developing a Leadership Competency Model for Chinese Oncologists Using the Delphi Method.” BMJ Leader, Mar. 2026, doi:10.1136/leader-2025-001354.
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@article{dai2026a,
title = {Developing a Leadership Competency Model for Chinese Oncologists Using the Delphi Method},
year = {2026},
month = mar,
day = {23},
journal = {BMJ Leader},
doi = {10.1136/leader-2025-001354},
author = {Dai, Lian and Frattaroli, Sharon and Ji, Jiafu and Myers, Christopher G.},
month_numeric = {3}
}
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. The process began with a preliminary model comprising 6 domains and 30 competency items, derived from a scoping review and the National Health Service Medical Leadership Competency Framework. 40 oncology-related experts evaluated both the six proposed domains and the 30 competency items in round 1 using 9-point Likert scales and open-ended feedback. In round 2, experts screened the suggestions from round 1 through binary (yes/no) evaluations. The resulting refined list was subjected to a final rating in round 3, again using 9-point Likert scales to establish consensus. Quantitative data (mean scores, SD, percentage agreement) and thematic analysis of qualitative feedback were used to iteratively refine the model across rounds.
Results: Experts reached consensus on a final leadership competency model comprising 6 domains and 40 specific competencies. The highest-rated competencies included integrity, continuous personal development, healthcare quality management, learn and apply new technologies and ensur patient safety. New competencies, not present in the initial model, also emerged—such as clear expression, empathy, 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.
Conclusions: 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.