Abstract：
OBJECTIVE: Successful leaders influence the group they represent. Effective surgical care is tied to its leadership climate. However, most surgical providers are not attuned to their individual strengths which if known they could leverage them within their teams. This study identifies leadership types within a department of surgery which may be used to better understand and cultivate their strengths.
METHODS: In 2022, 172 providers in an academic surgery department were offered the GallupTM CliftonStrengths assessment, a proprietary instrument that maps 34 strengths across 4 domains of leadership. The assessment provides a respondent with their top 5 strengths and the domain in which they naturally \"lead\".
RESULTS: Of 172 providers, 127 (74%) completed the assessment. While providers have strengths in multiple domains, they \"lead with\" a specific domain. Mapped from the providers\' top 10 strengths, the most common \"lead with\" domain for surgical providers was Executing: the ability to implement ideas and produce results. Strategic Thinking: those who are analytical and push teams forward and Relationship Building: the ability to create strong and effective teams were followed by the least common domain. Influencing: the ability to communicate ideas and lead others. Formal leaders were significantly more likely to lead with Strategic Thinking. There were no significant differences between APPs and physicians.
CONCLUSIONS: A majority of surgical providers \"lead with\" the GallupTM Executing domain. Those who lead with executing skills work tirelessly to produce outcomes. Learning to leverage the strengths of our teams to create cohesion and efficiency may improve engagement and retention.
METHODS: In 2022, 172 providers in an academic surgery department were offered the GallupTM CliftonStrengths assessment, a proprietary instrument that maps 34 strengths across 4 domains of leadership. The assessment provides a respondent with their top 5 strengths and the domain in which they naturally \"lead\".
RESULTS: Of 172 providers, 127 (74%) completed the assessment. While providers have strengths in multiple domains, they \"lead with\" a specific domain. Mapped from the providers\' top 10 strengths, the most common \"lead with\" domain for surgical providers was Executing: the ability to implement ideas and produce results. Strategic Thinking: those who are analytical and push teams forward and Relationship Building: the ability to create strong and effective teams were followed by the least common domain. Influencing: the ability to communicate ideas and lead others. Formal leaders were significantly more likely to lead with Strategic Thinking. There were no significant differences between APPs and physicians.
CONCLUSIONS: A majority of surgical providers \"lead with\" the GallupTM Executing domain. Those who lead with executing skills work tirelessly to produce outcomes. Learning to leverage the strengths of our teams to create cohesion and efficiency may improve engagement and retention.
摘要：
目标：成功的领导者会影响他们所代表的团队。有效的外科护理与其领导氛围息息相关。然而,大多数手术提供者并不适应他们的个人优势，如果知道的话，他们可以在他们的团队中利用他们。这项研究确定了外科部门的领导类型，可以用来更好地了解和培养他们的优势。
方法：2022年，向学术外科部门的172名提供者提供了GallupTMCliftonStrengths评估，一种专有工具，可在4个领导领域映射34个优势。评估为受访者提供了他们的前5名优势以及他们自然“领导”的领域。
结果：在172个提供者中，127(74%)完成了考核。虽然提供商在多个领域都有优势，他们\“领导\”一个特定的域。来自供应商的十大优势，手术提供者最常见的“引导”领域是执行:实施想法和产生结果的能力。战略思维：那些分析和推动团队前进的人和关系建设：创建强大和有效的团队的能力紧随其后的是最不常见的领域。影响力：交流思想和领导他人的能力。正式领导者更有可能领导战略思维。APP和医生之间没有显着差异。
结论：大多数手术提供者“领导”GallupTM执行域。那些以执行技能领导的人不知疲倦地工作以产生成果。学习利用我们团队的优势来创造凝聚力和效率可能会提高参与度和保留率。
方法：2022年，向学术外科部门的172名提供者提供了GallupTMCliftonStrengths评估，一种专有工具，可在4个领导领域映射34个优势。评估为受访者提供了他们的前5名优势以及他们自然“领导”的领域。
结果：在172个提供者中，127(74%)完成了考核。虽然提供商在多个领域都有优势，他们\“领导\”一个特定的域。来自供应商的十大优势，手术提供者最常见的“引导”领域是执行:实施想法和产生结果的能力。战略思维：那些分析和推动团队前进的人和关系建设：创建强大和有效的团队的能力紧随其后的是最不常见的领域。影响力：交流思想和领导他人的能力。正式领导者更有可能领导战略思维。APP和医生之间没有显着差异。
结论：大多数手术提供者“领导”GallupTM执行域。那些以执行技能领导的人不知疲倦地工作以产生成果。学习利用我们团队的优势来创造凝聚力和效率可能会提高参与度和保留率。
