背景:物理治疗专业教育项目主管(PD)面临与工作角色和职责相关的压力,这可能会导致职业倦怠和工作流失。
方法:物理治疗教育PD职位的倦怠和离职受经验不足的影响,补偿不足,支持减少,繁重的工作量,难以雇用和留住教师,内部冲突。项目主管在他们的角色方面也没有得到足够的培训。具有更大弹性的个人,或者以积极的结果面对逆境的能力,可能对压力更有抵抗力,倦怠,和营业额。因此,本研究的目的是探索领导行为之间的关系,人口和计划因素,和物理治疗PD中的弹性。
方法:在邀请参加研究的600个物理治疗小组中,126名董事完成了调查(回复率为21%)。
方法:调查包括人口统计问题,多因素领导问卷(MLQ-5X),和10项Connor-Davidson弹性量表(CD-RISC-10)。相关分析用于调查领导行为之间的关系,人口和计划因素,和韧性。
结果:参与者包括43名物理治疗师和82名物理治疗师助理PD(79.4%的女性和20.6%的男性参与者;平均年龄,52.0±8.3年;平均工作年限,7.3±6.9年)。平均MLQ-5X得分显示,参与者主要使用变革型领导(TFL)行为。参与者的CD-RISC-10平均得分为33.06(±4.10)。分析显示,所有TFL行为与弹性之间存在统计学上显著的正相关关系。探索性回归分析显示,3种领导行为和一种人口统计学因素可能有助于参与者的韧性。尽管方差比例不大(39%)。
结论:这是首次在物理治疗PD中提供有关领导行为与弹性之间关系的见解的研究。这些结果可能有助于为该领域的未来研究奠定基础,目标是通过增加韧性来减少职业倦怠和工作流失率。
BACKGROUND: Physical therapy professional education program directors (PDs) face stress associated with work roles and responsibilities, which can cause burnout and job turnover.
METHODS: Burnout and turnover in physical therapy education PD positions are influenced by inexperience, insufficient compensation, decreased support, heavy workloads, difficulty hiring and retaining faculty, and internal conflict. Program directors also receive insufficient training in their roles. Individuals with greater resilience, or the ability to face adversity with positive outcomes, may be more resistant to stress, burnout, and turnover. Therefore, this study\'s purpose was to explore the relationships among leadership behaviors, demographic and program factors, and resilience in physical therapy PDs.
METHODS: Of the 600 physical therapy PDs invited to participate in the study, 126 directors completed the survey (21% response rate).
METHODS: The survey included demographic questions, the Multifactor Leadership Questionnaire (MLQ-5X), and the 10-item Connor-Davidson Resilience Scale (CD-RISC-10). Correlational analyses were used to investigate relationships among leadership behaviors, demographic and program factors, and resilience.
RESULTS: Participants included 43 physical therapist and 82 physical therapist assistant PDs (79.4% female and 20.6% male participants; mean age, 52.0 ± 8.3 years; mean years in role, 7.3 ± 6.9 years). Mean MLQ-5X scores showed that participants primarily used transformational leadership (TFL) behaviors. The mean CD-RISC-10 score for participants was 33.06 (±4.10). Analysis revealed statistically significant positive relationships between all TFL behaviors and resilience. Exploratory regression analysis revealed that 3 leadership behaviors and one demographic factor may contribute to resilience in participants, although the proportion of variance was modest (39%).
CONCLUSIONS: This is the first study to offer insight regarding the relationships between leadership behaviors and resilience in physical therapy PDs. These results may help lay the foundation for future research in this area, with the goal of decreasing burnout and job turnover through increased resilience.