6447 Someone to look up to – the serendipity and impact of role models in PEM leadership development

Objectives PEM is a discipline with complex leadership demands.¹ Effective and compassionate leadership is fundamental to safe patient care, improving staff morale and is a key variable in the functioning of a team's success or failure.² To be a role model is to inspire and influence attitudes and professional development through 'leading by example'. There are neither training courses nor formal certification that propel a clinician to the pedestal of being a 'role model'.³ It is serendipitous and a powerful phenomenon, yet there is limited evidence regarding the extent of its influence within PEM leadership development. The aim of this study was to evaluate the importance that PEM senior clinicians and nurses place on their 'role models' within their own leadership development journey. Methods This questionnaire-based study was conducted in a large district general hospital and was open to senior doctors and nurses across paediatrics and emergency medicine. Participants completed an explorative questionnaire with an interpretative paradigm. Results 27 participants completed the survey – 10 (37%) EM consultants, 8 (30%) paediatric consultants, 7 (25%) senior nurses, 2 (7%) registrars. Regarding influence, 25 out of 27 (93%) responders identified a role model as having an impact on shaping their leadership style early on in their senior career. 18 out of 27 (67%) responders agreed that their role model had a significant influence on their leadership development. The positive attributes identified in the thematic narrative revealed that participants valued a PEM leader with excellent communication skills, who was compassionate and showed civility, empathy, and kindness. This also included 'leading by example' and 'being authentic'. All narratives heavily focused on the human characteristics of their role model, rather than a mere proficiency in 'clinical acumen'. Conclusion This small study has highlighted the significant role seniors within an ED team have in influencing future leadership styles. PEM leaders should recognise that they are constantly being observed and influencing the team culture and dynamic, thereby unintentionally becoming either a negative or positive role model. In tandem with this, observing behaviours that you wish to emulate is a powerful inspiration for the PEM leaders of tomorrow. Personal reflection on observed good and indifferent practice will help define future leadership style. Leadership training that prioritises this continual reflection as a fundamental element of developing effective leadership, as well as the replenishment of these skills, will be required to create and sustain the future leaders in PEM. References Remick K, et al. Pediatrics. 2018. Kline R. BMJ Leader. 2019. Plaice E, et al. BMJ. 2002.