Goleman’s Leadership styles at different hierarchical levels in medical education
Goleman’s Leadership styles at different hierarchical levels in medical education
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戈尔曼在医学教育中不同层级的领导风格
作者：
Anurag Saxena;Loni Desanghere;K. Stobart;K. Walker
鉴于当前对医学领导力的重视，本研究探讨了戈尔曼在不同层级的医学教育领导者的领导风格，并深入了解有助于实践适当性的因素。 42 名领导者（28 名具有有限正式权力的一级领导者、8 名具有更广泛计划责任的中层领导者和 6 名具有更高组织权力的高级领导者）对他们喜欢的戈尔曼风格进行了排序并提供了评论。另外八位高级领导接受了深入采访。通过弗里德曼检验和威尔科克森检验确定组内排名风格的差异。根据风格描述，验证性模板分析用于识别每位受访参与者的戈尔曼风格。内容分析用于识别影响领导风格的主题。不同领导级别的曲目和偏好风格存在差异。作为一个群体，一级领导偏爱民主指导，中层领导采用教练式指导，而高层领导没有偏爱一种风格，而是采用多种风格。女性和男性分别喜欢民主风格和教练风格。风格的不同使用反映了领导概念、领导者责任、情境适应、情况及其演变、领导者对自身处境的认识以及个人偏好和对风格的不适。接受采访的高级领导者使用设定节奏和指挥风格的情况并不少见，这与与医生合作和快速取得成果有关。医学教育不同层次的领导者借鉴了多种风格。领导力发展应包括学习不同的领导风格，尤其是在初级和中级职位。
With current emphasis on leadership in medicine, this study explores Goleman’s leadership styles of medical education leaders at different hierarchical levels and gain insight into factors that contribute to the appropriateness of practices. Forty two leaders (28 first-level with limited formal authority, eight middle-level with wider program responsibility and six senior- level with higher organizational authority) rank ordered their preferred Goleman’s styles and provided comments. Eight additional senior leaders were interviewed in-depth. Differences in ranked styles within groups were determined by Friedman tests and Wilcoxon tests. Based upon style descriptions, confirmatory template analysis was used to identify Goleman’s styles for each interviewed participant. Content analysis was used to identify themes that affected leadership styles. There were differences in the repertoire and preferred styles at different leadership levels. As a group, first-level leaders preferred democratic, middle-level used coaching while the senior leaders did not have one preferred style and used multiple styles. Women and men preferred democratic and coaching styles respectively. The varied use of styles reflected leadership conceptualizations, leader accountabilities, contextual adaptations, the situation and its evolution, leaders’ awareness of how they themselves were situated, and personal preferences and discomfort with styles. The not uncommon use of pace-setting and commanding styles by senior leaders, who were interviewed, was linked to working with physicians and delivering quickly on outcomes. Leaders at different levels in medical education draw from a repertoire of styles. Leadership development should incorporate learning of different leadership styles, especially at first- and mid-level positions.