Arneja Js, McInnes Cw, Carr Nj, Lennox P, Hill M, Petersen R, Woodward K, Skarlicki D
British Columbia Children's Hospital; ; Sauder School of Business, University of British Columbia, Vancouver, British Columbia;
University of Manitoba, Winnipeg, Manitoba;
Plast Surg (Oakv). 2014 Winter;22(4):241-5. doi: 10.4172/plastic-surgery.1000884.
Effective leadership is imperative in a changing health care landscape driven by increasing expectations in a setting of rising fiscal pressures. Because evidence suggests that leadership abilities are not simply innate but, rather, effective leadership can be learned, it is prudent for plastic surgeons to evaluate the training and challenges of their leaders because there may be opportunities for further growth and support.
To investigate the practice profiles, education/training, responsibilities and challenges of leaders within academic plastic surgery.
Following research ethics board approval, an anonymous online survey was sent to division heads and program directors from all university-affiliated plastic surgery divisions in Canada. Survey themes included demographics, education/training, job responsibilities and challenges.
A response rate of 74% was achieved. The majority of respondents were male (94%), promoted to their current position at a mean age of 48 years, did not have a leadership-focused degree (88%), directly manage 30 people (14 staff, 16 faculty) and were not provided with a job description (65%). Respondents worked an average of 65 h per week, of which 18% was devoted to their leadership role, 59% clinically and the remainder on teaching and research. A discrepancy existed between time spent on their leadership role (18%) and related compensation (10%). Time management (47%) and managing conflict (24%) were described as the greatest leadership challenges by respondents.
Several gaps were identified among leaders in plastic surgery including predominance of male sex, limitations in formal leadership training and requisite skill set, as well as compensation and human resources management (emotional intelligence). Leadership and managerial skills are key core competencies, not only for trainees, but certainly for those in a position of leadership. The present study provides evidence that academic departments, universities and medical centres may benefit by re-evaluating how they train, promote and support their leaders in plastic surgery.
在财政压力不断增加且期望日益提高所驱动的不断变化的医疗保健环境中，有效的领导力至关重要。由于有证据表明领导能力并非天生，而是可以通过学习获得有效的领导力，因此整形外科医生评估其领导者的培训情况和面临的挑战是明智之举，因为可能存在进一步成长和获得支持的机会。
调查学术性整形外科领域领导者的实践概况、教育/培训、职责和挑战。
在获得研究伦理委员会批准后，向加拿大所有大学附属整形外科科室的科室主任和项目主任发送了一份匿名在线调查问卷。调查主题包括人口统计学、教育/培训、工作职责和挑战。
回复率为74%。大多数受访者为男性（94%），平均48岁晋升到目前职位，没有专注于领导力的学位（88%），直接管理30人（14名员工、16名教员），且没有收到工作描述（65%）。受访者平均每周工作65小时，其中18%用于领导工作，59%用于临床工作，其余用于教学和研究。用于领导工作的时间（18%）与相关薪酬（10%）之间存在差异。时间管理（47%）和冲突管理（24%）被受访者描述为最大的领导挑战。
整形外科领导者中存在一些差距，包括男性占主导、正式领导力培训和必备技能方面的局限性，以及薪酬和人力资源管理（情商）方面。领导和管理技能是关键的核心能力，不仅对实习生来说如此，对处于领导地位的人来说更是如此。本研究提供的证据表明，学术部门、大学和医疗中心重新评估他们培训、晋升和支持整形外科领导者的方式可能会有所裨益。
