Fig. 4.1
Benefits of effective leadership
Fig. 4.2
Transactional vs. transformational leadership
Fig. 4.3
Qualities of a good leader
Transactional and transformational leadership theories are among the leadership models most commonly compared. Whereas transactional leadership is based on the premise that followers will only respond with the desired behaviour when motivated by the promise of receiving something in return, transformational leadership aims to alter the beliefs and actions of followers so that they match those of the leader and the team advances together [1]. The latter is important within the surgical team as it reduces any hierarchy, promoting unity and increasing the efficiency with which aims and objectives are met.
The Surgical Team
The multi-disciplinary team is fundamental to medical practice in the twenty-first century and consists of leaders and followers. The setting of patient care dictates what professionals are involved and what their role entails. Different clinical teams, consisting of a variety of individuals, are involved in patient care at different stages of the patient journey (Fig. 4.4) [8].
Fig. 4.4
Examples of clinical teams throughout the patient journey
Within the surgical team, doctors and surgeons with different levels of experience work in a multidisciplinary team with nurses, physiotherapists, dieticians and an array of allied health professionals. Though led by a consultant surgeon, they themselves will not necessarily operate on every patient, for example when supervising the training of others in their given specialty. Nevertheless, the consultant takes responsibility for patient care and maintenance of good standards within the surgical team at all times. Other members of the surgical team may include:
Associate specialist surgeons
Specialty/staff grade surgeons
Specialty surgical registrar (StR) (Previously known as Specialist surgical registrar (SpR))
Core training doctors (CT1, CT2)
Foundation doctors (F1, F2)
Anaesthetists
Theatre nurses
Operating department practitioner
Surgical assistants
Effective leadership and communication are integral to the function of any team and provide substantial additional benefits. Functional teams have demonstrated a reduced rate of error, which corresponds with a fall in hospital-associated mortality, reducing costs and time saving. As well as being beneficial to patient safety and wellbeing, efficient teamwork confers advantages to staff, creating a supportive environment which is enjoyable to work in, and has been shown to reduce sickness absence.
Attributes of a Good Surgeon
Realising the benefits that good leadership and teamwork can deliver requires commitment from all those involved in patient care. From the surgeon’s viewpoint there are numerous desirable attributes which are developed through medical school education, foundation training, core training and into professional practice [9]. These are outlined below [10]:
- 1.
Clinical Care
An obvious consideration of what makes a “good surgeon” is the care provided to patients throughout the patient journey. This includes technical ability in the operating theatre and non-technical skills.
- 2.
Maintenance and Improvement
Remaining up-to-date with innovations in surgical practice and patient care is an important attribute of a good surgeon. In doing so, one is able to inform patients and explain the reasons for and against procedures, allowing them to make an informed decision. Willingness to learn from others and improve from others by reviewing personal practice forms part of Continuing Professional Development; this is a requirement in a portfolio to meet revalidation and recertification criteria.
- 3.
Teaching, Training and Supervision
Educating others forms part of professional development and surgeons frequently oversee projects for medical students or trainees. This requires knowledge of the objectives of the tasks undertaken, knowledge of what technical and non-technical skills should be improved and knowledge of how to encourage the development of these skills. The mentor-mentee relationship should work both ways, such that the mentee is able to approach their supervisor for assistance and is accepting of any constructive criticism delivered.
- 4.
Relationships with Patients
Relationships with patients are fundamentally based on trust; the patient trusts that the surgeon will do all in their power to help them and their surgical journey. Obtaining informed consent prior to clinical care is based on trust and allows patient autonomy to be upheld. Developing relationships with patients begins from the first consultation and is continued after the day of an operation being undertaken. Acknowledging the needs of the individual and employing effective communication helps in developing an open relationship. In this way patients disclose their medical history and admit underlying fears, allowing better patient care to be delivered.
- 5.
Relationships with Colleagues
Stay updated, free articles. Join our Telegram channel
Full access? Get Clinical Tree
