A prescription of hope: Exploring how physicians navigate career possibilities in high stakes environment

open_access
Open Access
Author:
Azam, Tehniyet
Graduate Program:
Workforce Education and Development
Degree:
Doctor of Philosophy
Document Type:
Dissertation
Date of Defense:
February 16, 2026
Committee Members:
Anil Kumar Chaudhary, Outside Unit & Field Member
William Rothwell, Major Field Member
Hyung Joon Yoon, Chair & Dissertation Advisor
Wesley Donahue, Major Field Member
Priya Sharma, Professor in Charge/Director of Graduate Studies
Keywords:
Physician burnout
hopeful career state
agency
academic medicine
human resource development
institutional support
Abstract:
The medical profession stands at a critical intersection of purpose and pressure, where physicians’ capacity to sustain hope increasingly shapes not only personal well-being but also institutional resilience and the quality of patient care. This qualitative study examined physicians' lived experiences of sustaining, or losing, a hopeful career state within the rapidly evolving landscapes of academic and clinical medicine. The study was theoretically grounded in the Agentic Human Resource Development Process (AHRDP) theory (Al Balushi et al., 2025), which integrates Bandura’s (2001) Human Agency Theory with Yoon et al.’s (2019) Hopeful Career State concept to explain how hope is developed, constrained, and sustained through personal, proxy, and collective agency within organizational systems. Using the Enhanced Critical Incident Technique (ECIT), semi-structured interviews were conducted with nineteen physicians representing early-, mid-, and late-career stages across diverse academic and clinical settings. Analysis of 260 validated critical incidents revealed that hope in medicine functions not as a static emotional disposition but as a dynamic, process-oriented phenomenon shaped through the interaction of individual meaning-making, relational supports, and structural conditions. Helping incidents, including purpose-driven patient care, mentorship, collegial collaboration, and institutional recognition, strengthened professional identity and reinforced agentic capacity. Hindering incidents, such as bureaucratic overload, commercialization of healthcare, post-pandemic public mistrust, and political uncertainty surrounding Medicare and Medicaid policy, undermined agency and contributed to emotional exhaustion and career disillusionment. Wish-list incidents highlighted desired but absent organizational conditions, including streamlined administrative systems, equitable compensation structures, proactive burnout interventions, and cultures of leadership grounded in empathy and shared agency. By applying AHRDP theory, the findings extend conceptual understanding of hope as a distributed, multi-level agentic process rather than an individual trait, demonstrating that personal resilience alone is insufficient in the absence of institutional alignment. This study advances Human Resource Development scholarship by positioning hope as both a psychological resource and an organizational capability, one that can inform systemic interventions aimed at sustaining physician engagement, equity, and professional meaning in academic medicine. This research reframes hope as a form of professional capital in medicine: a foundational mechanism through which physicians can reclaim agency, re-author professional identity, and re-humanize the systems within which they serve.