Imperial College London
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MrVanashPatel

Faculty of Medicine, Department of Surgery & Cancer

Honorary Clinical Senior Lecturer
 
 
 
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Contact

 

vanash.patel06

 
 
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Location

 

1089Queen Elizabeth the Queen Mother Wing (QEQM)St Mary's Campus

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Summary

 

Publications

Citation

BibTex format

@article{Patel:2016:10.1136/postgradmedj-2016-134088,
author = {Patel, VM and Ashrafian, H and Uzoho, C and Nikiteas, N and Panzarasa, P and Sevdalis, N and Darzi, A and Athanasiou, T},
doi = {10.1136/postgradmedj-2016-134088},
journal = {Postgraduate Medical Journal},
pages = {663--669},
title = {Leadership behaviours and healthcare research performance: prospective correlational study},
url = {http://dx.doi.org/10.1136/postgradmedj-2016-134088},
volume = {92},
year = {2016}
}
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RIS format (EndNote, RefMan)

TY  - JOUR
AB  - OBJECTIVES: The aims of the study were to determine whether differences in leadership self-perception/behaviour in healthcare researchers may influence research performance and to evaluate whether certain leadership characteristics are associated with enhanced leadership efficiency in terms of motivation, effectiveness and satisfaction. DESIGN AND PARTICIPANTS: All Faculty of Medicine Professors at Imperial College London (n=215) were sent the Multifactor Leadership Questionnaire (MLQ) Self form as a means of evaluating self-perception of leadership behaviours. MAIN OUTCOME MEASURES: For each professor, we extracted objective research performance measures (total number of publications, total number of citations and h index) from 1 January 2007 to 31 December 2009. The MLQ measured three leadership outcomes, which included motivation, effectiveness and satisfaction. Regression analysis was used to determine associations. RESULTS: A total number of 90 responses were received, which equated to a 42% response rate. There were no significant correlations between transformational, transactional or passive/avoidant leadership behaviours and any of the research performance measures. The five transformational leadership behaviours (ie, idealised attributes (IA), idealised behaviours (IB), inspirational motivation (IM), intellectual stimulation (IS), individual consideration (IC)) were highly significant predictors of leadership outcomes, extra effort (all B>0.404, SE=0.093-0.146, p<0.001), effectiveness (IA, IM, IS, IC B>0.359, SE=0.093-0.146, p<0.001; IB B=0.233, SE=0.103, p=0.026) and satisfaction (IA, IM, IS, IC B>0.483, SE=0.086-0.139, p<0.001; IB B=0.296, SE=0.101, p=0.004). Similarly, contingent reward was a significant predictor of extra effort (B=0.400, SE=0.123, p=0.002), effectiveness (B=0.353, SE=0.113, p=0.002) and satisfaction (B=0.326, SE=0.114, p=0.005). CONCLUSIONS: This study demonstrates that transformational leadership and contingent rewa
AU  - Patel,VM
AU  - Ashrafian,H
AU  - Uzoho,C
AU  - Nikiteas,N
AU  - Panzarasa,P
AU  - Sevdalis,N
AU  - Darzi,A
AU  - Athanasiou,T
DO  - 10.1136/postgradmedj-2016-134088
EP  - 669
PY  - 2016///
SN  - 1469-0756
SP  - 663
TI  - Leadership behaviours and healthcare research performance: prospective correlational study
T2  - Postgraduate Medical Journal
UR  - http://dx.doi.org/10.1136/postgradmedj-2016-134088
UR  - http://hdl.handle.net/10044/1/38731
VL  - 92
ER  -
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