• Sarah Henrickson Parker, Rhona Flin, Aileen McKinley, and Steven Yule.
• School of Psychology, University of Aberdeen, Aberdeen, UK, sarah.henrickson.parker@gmail.com.
• World J Surg. 2014 Jan 1;38(1):4-10.

BackgroundThe achievement of surgical goals and the successful functioning of operating room (OR) teams are dependent on leadership. The attending surgeon is a team leader during an operation, with responsibility for task accomplishment by the clinical team. This study examined surgeons' leadership behaviors during surgical procedures, with particular reference to the effect of intraoperative events on leadership.MethodsVideos of operations (n = 29) recorded at three UK teaching hospitals were analyzed to identify and classify surgeons' intraoperative leadership behaviors using the Surgeons' Leadership Inventory. The frequency and type of leadership behaviors were compared before and after the point of no return (PONR) (n = 24), and during an unexpected intraoperative event (n = 5).ResultsMost of the surgeons' leadership behaviors were directed toward the resident during an operation. No significant differences were found for the overall number or type of leadership behaviors pre- and post-PONR. The frequency of leadership behaviors classified as "Training" and "Supporting others" significantly decreased during an unanticipated intraoperative event.DiscussionOverall, surgeons engaged in the same leadership behaviors throughout the course of an operation unless they were dealing with an unanticipated event. Surgeons appeared to adopt a "one size fits all" leadership style approach regardless of the team or situation. Additionally, surgeons seemed to limit their intraoperative leadership focus to other surgeons rather than to the wider OR team.

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