Development of a multilevel system for assessing the managerial potential of medical workers: a prospective monocentric pilot study.

Introduction. The identification of medical leaders is a critical and urgent task for effective healthcare management, improving the quality of medical care, and ensuring the sustainability of the healthcare system. Objective: to develop a comprehensive system for assessing leadership potential among medical personnel. Materials and methods. The study involved 46 healthcare workers, divided into two groups: Group 1 (n=12) – physicians, and Group 2 (n=34) – nurses. The level of theoretical training and leadership qualities was evaluated, followed by a comparative analysis between the groups. Results. Analysis of leadership competence revealed statistically significant differences between the groups. Among physicians, leadership competence was 41.7%, compared to 8.8% in nurses (p=0.003). A transactional leadership style, characterized by strategic planning, was observed in 91.7% of physicians versus 41.7% of nurses (p=0.037). An authoritarian leadership style was found in 41.7% of physicians but only 11.5% of nurses (p=0.035). In contrast, a transformational leadership style, emphasizing communication skills, was more prevalent among nurses (65.4%) than physicians (25%, p=0.02). Conclusions. Physicians tend to exhibit transactional and authoritarian leadership styles, while nurses demonstrate a transformational approach. Effective management requires fostering the leadership potential of both groups by combining their strengths.