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Program Overview

Please note there are 2 formats for this course. 

On-Campus Date: October 4–16, 2026

Location for on-site component: Harvard T.H. Chan School of Public Health in Boston, MA

Hybrid Date: March 12–May 2, 2027

Certificate of Specialization eligibility:

Advance physician leadership in academic medicine

For over 40 years, Harvard’s Leadership Development for Physicians in Academic Medical Centers has helped physicians build the leadership skills needed to serve their organizations and patients in today’s complex health care landscape. Designed for medical directors, division chiefs, and other physicians in administrative roles, this two-week executive program brings together an accomplished cohort of peers and an interdisciplinary faculty team for intensive study of critical leadership and management issues in academic medical centers. Participants explore leadership through organizational, financial, operational, and public lenses.

The program curriculum is organized around the following interrelated courses taught by esteemed Harvard faculty:

  • Leadership
  • Health Care Policy
  • Competitive Strategy
  • Financial Analysis
  • Operations Management
  • Organizational Issues
  • Conflict Resolution and Negotiation

Leadership Development for Physicians in Academic Medical Centers is available in two different formats:

  • A 2-week on-site course in Boston, MA from October 4-16, 2026
  • A hybrid course—featuring online live, online self-paced, and on-site sessions, March 12–May 2, 2027.

Both formats utilize the same expert curriculum, which has been intensively refined over 40 years, and constantly updated to reflect the evolving healthcare landscape. Interactive learning and networking is also a key component of both formats.

Training to Meet Today’s Healthcare Climate

In recent years, physician leaders have confronted many challenges within their healthcare systems, such as burnout among physician staff, difficulties in retaining talent, an increased emphasis on the financial aspects of patient care, resources that are diminishing alongside commercial considerations, and the aftermath of a pandemic. These challenges necessitate a delicate balance between urgent demands and an unwavering dedication to patient care. This complex landscape prompts an essential question: How can frontline physicians develop into the leaders needed by both their organizations and their patients? Participants will unearth the answer by exploring topics such as:

  • Burnout: Physician leaders are increasingly worried by their team’s burnout, but how do they respond to their increasing burnout rate? 
  • Encroachment of the Business of Healthcare: Physicians are spending more time with administrative and financial tasks than on patient care, expanding the ongoing conflict between clinical and financial viewpoints. 
  • Diminishing Resources: Shrinking budgets make resources scarcer exacerbating a scarcity culture
  • Higher Patient Expectations: An aging population and new technologies—including generative AI—require healthcare providers to guide often-misinformed patients.  

Program Details

The program’s overall objective is to enhance and develop participants’ leadership abilities and effectiveness. This is accomplished by providing an increased understanding of their responsibilities as leaders, perspective on the critical leadership and management issues they face, and understanding and awareness of concepts and techniques relevant to management. 

Upon completion of the program, participants will have gained:

  • Increased understanding of the responsibilities and tasks of leaders in complex institutions
  • Broader appreciation of the challenges and changes occurring in academic medical centers and the implications for their own institution and service or area of responsibility
  • New perspectives on issues they face currently and on those which arise in the future
  • Knowledge of relevant concepts and techniques in several key management disciplines
  • New methods to analyze problems and an enhanced capacity to identify the critical questions
  • Greater effectiveness as unit and institutional leaders in formulating and implementing initiatives and managing change

Potential participants include individuals in positions such as chief of a clinical division within a major clinical department, vice chair of a clinical department, medical director, and associate dean for clinical affairs.  

Participants will be selected in a manner ensuring an appropriate mix and balance in the class.

The principal method of instruction in the program is the case method, a technique pioneered and refined at the Harvard Business School. Most of the cases present actual problem situations familiar to physicians in administrative positions at academic medical centers.

The case method confronts the participant with an actual management problem, halted at a point where decisions must be made, and empowers the participant to choose a course of action.

Participants go through a three-step study process. First, participants study each case independently. Then they meet in small discussion groups to test their individual analysis against those of their peers. Lastly, the entire class discusses the case, with the professor as a catalyst and guide. The professor points out considerations the class has overlooked; elicits from participants the lessons of experience; pursues each line of investigation to its conclusion; and finally, summarizes the discussion and draws out the major lessons it has taught.

Assigned readings and guest lecturers supplement and augment the use of cases. In addition, an important part of the learning process occurs during the informal exchange of insights and experience among participants, and between participants and faculty.

From Our Alumni

“The level of instruction was unparalleled—engaging faculty conveyed valuable concepts in a clear way. I will be able to go back to work and immediately begin implementing the things I learned here.”

—Lakedra Pam, MD, Director of Inpatient Obstetrics, Boston Medical Center

Program Logistics

*Please note that the agenda below is based on the program start date you selected at the top of the page. If you selected a start date of March 12, 2027, for the hybrid program, please note that the sessions below only show the on-campus components.

All Times are Eastern Time (ET).

Friday, March 12, 2027
7:00–7:30 am Breakfast
7:30–8:30 am Welcome and Orientation
8:30–8:45 am Coffee Break
8:45–10:00 am What is Leadership?
10:00–10:30 am Break
10:30–11:30 am Discussion Group
11:30 am–12:30 pm Lunch
12:30–1:45 pm Differential Cost Accounting
1:45–2:15 pm Break
2:15–3:30 pm Strategic Planning: Department Level
3:30–4:00 pm Wrap Up
5:30–6:30 pm Reception
Saturday, March 13, 2027
7:00–7:30 am Breakfast
7:30–8:15 am Discussion Group
8:15–8:30 am Coffee Break
8:30–8:45 am Day 1 Insights & Recap
8:45–9:45 am Leading Teams: Value of Leaders (SDI)
9:45–10:15 am Break
10:15–11:15 am Leading Teams: Value of Leaders (SDI), con't
11:15 am–12:15 pm Lunch
12:15–1:30 pm Introduction to Strategy
1:30–2:00 pm Break
2:00–3:15 pm Through the Looking Glass
3:15–3:45 pm Wrap Up
3:45–4:45 pm Meet with Peer Coaches
Sunday, March 14, 2027
8:00–8:30 am Breakfast
8:30–9:00 am Discussion Group
9:00–9:15 am Coffee Break
9:15–9:30 am Day 2 Insights & Recap
9:30–10:45 am Differential Cost Accounting 2
10:45–11:00 am Break
11:00 am–12:15 pm Managing Flow and Variability
12:15–1:15 pm Lunch
1:15–2:45 pm US Health Reform & Affordable Care Act
2:45–3:15 pm Peer Coaching
3:15–3:45 pm Program Part 1 Wrap Up
Friday, April 30, 2027
8:00–8:30 am Breakfast
8:30–9:30 am Welcome Back
9:30–10:15 am Discussion Group
10:15–10:45 am Break
10:45 am–12:00 pm Integrating Management Control Systems with Strategy & Operations
12:00–1:00 pm Lunch
1:00–2:00 pm Leading Teams: Value of Teams
2:00–2:30 pm Break
2:30–3:30 pm Leading Teams: Value of Teams cont.
3:30–4:00 pm Wrap Up
4:00–5:00 pm Meet with Peer Coaches
Saturday, May 1, 2027
8:00–8:30 am Breakfast
8:30–9:15 am Discussion Group
9:15–9:30 am Coffee Break
9:30–9:45 am Day 1 Insights and Recap
9:45–11:00 am Basics of Operational Management/Creating Culture of Operational Excellence
11:00–11:30 am Break
11:30 am–12:45 pm Disruptive Innovation
12:45–1:45 pm Lunch
1:45–3:15 pm Managing Others: Having Difficult Conversations
3:15–3:30 pm Wrap Up
6:00–8:30 pm Dinner
Sunday, May 2, 2027
8:00–8:30 am Breakfast
8:30–9:00 am Discussion Group
9:00–9:15 am Coffee Break
9:15–9:30 am Day 2 Insights and Recap
9:30–10:45 am Equity in Health Care
10:45–11:00 am Break
11:00 am–12:15 pm What's in Your Leadership Toolbox/Bringing the Learning Home
12:15–12:30 pm Boxed Lunch

This agenda is subject to change.

Current faculty, subject to change

Bonnie Blanchfield

Assistant Professor
Department of Health Policy and Management
Harvard T.H. Chan School of Public Health

Renee Crichlow

Chief Medical Officer
Codman Square Health Center

Jose F. Figueroa

Assistant Professor of Health Policy and Management
Health Policy and Management
Harvard T.H. Chan School of Public Health

Theodore Leon Fleming

Retired Vice President Human Resources
Aetna

Leonard J. Marcus

Director
Harvard T.H. Chan School of Public Health

John E. McDonough

Director, Center for Executive and Continuing Professional Education
Harvard T.H. Chan School of Public Health

Laurie Samuels Pascal

Senior Lecturer on Health Management
Harvard T.H. Chan School of Public Health

Jordan S. Peck

Vice President, Practice Operations and Interim Vice President of Hospital Operations
Southern Maine Healthcare

Rochelle Walensky

Menschel Fellow
Harvard T.H. Chan School of Public Health

Theodore J. Witherell

Primary Faculty
Harvard T.H. Chan School of Public Health

The Harvard T.H. Chan School of Public Health is accredited by the Accreditation Council for Continuing Medical Education (ACCME) to provide continuing medical education for physicians.

The Harvard T.H. Chan School of Public Health designates this live activity for a maximum of 31.75 AMA PRA Category 1 Credits™. Physicians should claim only the credit commensurate with the extent of their participation in the activity.

The American Medical Association (AMA) has an agreement of mutual recognition of continuing medical education (CME) credit with the European Union of Medical Specialties (UEMS). Additional information regarding this agreement may be found on the American Medical Association (AMA) website.

Harvard T.H. Chan School of Public Health will grant 3.2 Continuing Education Units (CEUs) for this program, equivalent to 31.75 contact hours of education. Participants can apply these contact hours toward other professional education accrediting organizations.

All credits subject to final agenda.

This program also contributes to the Leadership in Health Care Certificate of Specialization, among others. While each program can be taken independently, completing multiple courses in our portfolio earns the Certificate of Specialization.

March 2027

Please check back for updated information.

The priority deadline for completed applications is May 1, 2026.  

Applications received after the deadline will be considered based on availability. Applicants who are admitted to the program are not guaranteed a space until the program fee has been paid and may be placed on a waitlist if the program reaches capacity. 

Because this is a full-time, residential program and because of the cumulative and interactive nature of the educational experience, applicants who are accepted must plan and agree to attend and participate in all sessions of the program. Classes and discussion groups are scheduled for Monday to Saturday. Preparation for classes averages four hours a day. Registration is scheduled for 3-4PM EST on the first Sunday. The following Sunday is free.  

How to Apply

For your convenience you may review the list of application questions for the program. We advise applicants to prepare their answers in a word document and then cut and paste them into the online application in order to avoid losing their work in the unlikely event of a technical difficulty. Once your answers have been prepared and you are ready to continue with the application process please click the “apply now” button above.

Certificate of Specialization

Earn a Leadership in Health Care Certificate of Specialization

Take this program to earn a Certificate of Completion, or take 3 to earn a Certificate of Specialization. Learn more here.

Advance Your Career at Harvard with Leadership Development for Physicians in Academic Medical Centers