ReviewCurrent urology reports2026
Leveraging Skills as a Practicing Urologist into Other Leadership Positions.
Review in Current urology reports, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
0 citing papers in PubMed.
No citing paper in PubMed yet.
Corrections and comments
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Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
purpose of reviewThis review examines how the clinical skills, professional traits, and developmental pathways of practicing urologists can translate into broader institutional leadership roles, addressing the persistent underrepresentation of surgeons and urologists in health system decision-making. RECENT
findingsNational data show that physician chief executives remain uncommon and that urologists are rarely represented in senior institutional roles. Yet urology draws from a highly competitive applicant pool and is associated with personality traits, longitudinal patient relationships, and operational habits that align closely with institutional leadership. National data further illustrate how physicians commonly reach durable leadership roles through progressive responsibility, visible institutional service, and sustained operational engagement. Urologists already exercise many competencies required for institutional leadership, including triage under uncertainty, multidisciplinary coordination, regulatory awareness, high-stakes communication, and long-term relationship-building. Intentional pathways built through mentorship, leadership development, visible service, and progressive administrative responsibility can help urologists extend their impact beyond the operating room and strengthen surgical representation in organizational leadership.
Indexed as
Identifiers
42730940What OpenQuestion holds
Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.