ОЦЕНКА ЛИДЕРСКИХ КАЧЕСТВ СОТРУДНИКОВ НАУЧНО-МЕДИЦИНСКОЙ ОРГАНИЗАЦИИ

Abstract

Significance of the topic is substantiated by the necessity to find resources for the development of modern health organizations and medical science based on concentrating scientific, creative and project groups around proactive leaders able to unite stakeholders to achieve strategic goals and improve performance of the organization. In this respect availability of effective tools for assessing employee leadership qualities steps into the spotlight. The purpose of the study is to assess leadership qualities of employees of scientific and medical organizations on the basis of standard questionnaires on leadership qualities. Research Institute for Complex Issues of Cardiovascular Diseases was the research base, research object– personnel, research subject– leadership qualities of employees. Material and methods. Theoretical analysis and sociological survey, based on the standard questionnaires by D. Welch, E. Zharikov and E. Krushelnikov. During data analysis standard methods of descriptive statistics were used with quantitative data representation as median (Me), 25 and 75 quartiles of values ([Q1-Q3]), and frequency of sign occurrence in % and absolute values (n) for qualitative variable expression. The distribution of quantitative data was analyzed using the Kholmogorov-Smirnov criterion. Quantitative variables in the two groups were compared using the Kruskal-Wallis criterion. Pearson's chi-square was used to compare qualitative variables. Results. The study showed that 57.5% of the total number of the respondents had leadership potential and / or distinctive leadership qualities, including: research workers – 21.0%, administrative and managerial staff – 18.4%, nursing staff – 28.9%, doctors – 28.9%, other staff – 2.8%. 67.4% out of the total number of the respondents expressed willingness to take part in activities on improving performance of the organization, in particular: research process (25.0%), personnel policy, including education (20.8%), performance of their division (18.7%), treatment and diagnostic process (16.6%), quality management system (10.4%) and financial and economic activity (8.5%). Conclusion. More than 50.0% of the employees have a leadership potential. Willingness to actively participate in activities aimed at the institution development was equality expressed by both scientific staff and medical personnel, which is especially valuable for the organization that specializes in both scientific research and high-tech care delivery.