Leadership development in a professional medical society using 360-degree survey feedback to assess emotional intelligence

被引:7
作者
Gregory, Paul J. [1 ,2 ]
Robbins, Benjamin [3 ]
Schwaitzberg, Steven D. [4 ,5 ]
Harmon, Larry [1 ,6 ]
机构
[1] PULSE 360 Phys Dev Program, 2000 S Dixie Hwy Suite 103, Miami, FL 33133 USA
[2] Florida Int Univ, Dept Psychol, Miami, FL 33199 USA
[3] Harvard Med Sch, MD MPH Program, Boston, MA USA
[4] Cambridge Hlth Alliance, Dept Surg, Boston, MA USA
[5] Harvard Med Sch, Dept Surg, Boston, MA USA
[6] Univ Miami, Miller Sch Med, Dept Psychiat & Behav Sci, Miami, FL 33136 USA
来源
SURGICAL ENDOSCOPY AND OTHER INTERVENTIONAL TECHNIQUES | 2017年 / 31卷 / 09期
关键词
Leadership; Physician-leaders; 360-degree survey; Leadership development; Professional medical association; PULSE; 360; PULSE survey; Emotional intelligence; Physician feedback; Self-other agreement; PERFORMANCE;
D O I
10.1007/s00464-016-5386-8
中图分类号
R61 [外科手术学];
学科分类号
摘要
The current research evaluated the potential utility of a 360-degree survey feedback program for measuring leadership quality in potential committee leaders of a professional medical association (PMA). Emotional intelligence as measured by the extent to which self-other agreement existed in the 360-degree survey ratings was explored as a key predictor of leadership quality in the potential leaders. A non-experimental correlational survey design was implemented to assess the variation in leadership quality scores across the sample of potential leaders. A total of 63 of 86 (76%) of those invited to participate did so. All potential leaders received feedback from PMA Leadership, PMA Colleagues, and PMA Staff and were asked to complete self-ratings regarding their behavior. Analyses of variance revealed a consistent pattern of results as Under-Estimators and Accurate Estimators-Favorable were rated significantly higher than Over-Estimators in several leadership behaviors. Emotional intelligence as conceptualized in this study was positively related to overall performance ratings of potential leaders. The ever-increasing roles and potential responsibilities for PMAs suggest that these organizations should consider multisource performance reviews as these potential future PMA executives rise through their organizations to assume leadership positions with profound potential impact on healthcare. The current findings support the notion that potential leaders who demonstrated a humble pattern or an accurate pattern of self-rating scored significantly higher in their leadership, teamwork, and interpersonal/communication skills than those with an aggrandizing self-rating.
引用
收藏
页码:3565 / 3573
页数:9
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