Supporting mangers and leaders in health care is a key touchpoint to improving both the delivery of healthcare and the well-being of the workforce.
The Dunning-Kruger effect is a barrier to helping managers develop as studies find that people, including physicians, have difficulty with self-assessment of their skills in many domains including management skills. This is exacerbated by individuals with the least skill have the most difficulty assessing that skill, "Unskilled and Unaware" (Kruger, Dunning 1999 DOI 10.1037/0022-3514.77.6.1121).
Example plot
Source code and data:
The typical finding is two lines that intersect and show that higher performers underestimate themselves and low performers over-estimate themselves.
In this example, the two lines are correlated, but the means of each quartile are not the same.
Dunning-Kruger plot using data from Van Velsor, 1993 (Badgett and Duran 2017. DOI: 10.1017/cem.2017.419). Copyleft: CC BY-NC 4.0.
Collins found a similar plot of physicians' readiness to lead across quartiles of their understanding of the difference between leadership versus management. Their findings suggest that physicians who feel most ready to lead actually have the least understanding of leadership versus managment.
References
Collins RT, Purington N, Roth SJ. Physician Understanding of and Beliefs About Leadership. J Healthc Manag. 2022 Apr 1;67(2):120–136. PMID: 35271522
Davis DA, Mazmanian PE, Fordis M, Van Harrison R, Thorpe KE, Perrier L. Accuracy of physician self-assessment compared with observed measures of competence: a systematic review. JAMA. 2006 Sep 6;296(9):1094–1102. PMID: 16954489
Kruger J, Dunning D. Unskilled and unaware of it: how difficulties in recognizing one’s own incompetence lead to inflated self-assessments. J Pers Soc Psychol. 1999;77(6):1121. DOI: 10.1037/0022-3514.77.6.1121
Van Velsor E, Taylor S, Leslie JB. An examination of the relationships among self-perception accuracy, self-awareness, gender, and leader effectiveness. Hum Resour Manage. 1993 Jun 1;32(2–3):249–263. DOI: 10.1002/hrm.3930320205