5 signs of ineffective leadership in radiology

The success or failure of a radiology department can often be traced back to its leadership. A recent article published by the Journal of the American College of Radiology expanded on that, detailing some of the many habits and characteristics of an ineffective leader.

Jason N. Itri, MD, PhD, and Leslie M. Lawson, MHA, of the University of Cincinnati in Cincinnati, Ohio, wrote that an effective leader can attract talented employees, motivate their team, and push the organization forward. Bad leaders, on the other hand, can harm the entire department.

“Ineffective leaders can have a devastating effect on a radiology department by impairing communication among members, undermining staff commitment to the organization’s success, and stifling the development of other staff members and leaders in the organization,” Itri and Lawson wrote.

These are just five of the many “leadership pitfalls” the authors highlighted in their article:

1. A lack of respect for the organization's structure

“New leaders in a radiology department can significantly increase their effectiveness by establishing the organizational structure with clearly defined roles and responsibilities for each staff member,” Itri and Lawson wrote.

In other words: No, you can’t do everything yourself, and projecting that you need to do everything yourself can be bad for morale.

Itri and Lawson explained that a proper, well-understood hierarchy is important for keeping everything in a radiology department moving forward. Employees deserve opportunities to own their own work and know what it feels like to play a pivotal role in the company’s success. They only get those opportunities if management allows it to happen.

2. Quickly passing judgement

The authors noted that this trait often pops up when inexperienced, but energetic leaders take charge. In a rush to “show others what they can do,” these individuals often make decisions too quickly instead of taking time to fully understand what has happened and what needs to be done.

“This habit can be particularly destructive when it comes to mediating interpersonal conflicts,” Itri and Lawson wrote. “Issues and complaints brought forward by staff members are described and interpreted through the lens of those individuals and often do not include all relevant factors needed to make good decisions.”

3. A failure to recognize hard work and express gratitude

Employees enjoy being recognized for their efforts, even if it’s just a simple “thank you.” And if they notice their hard work being ignored again and again, it can do significant damage to their self-esteem.

“Failure to give recognition is a common problem for new leaders because often they become great achievers by intensely focusing on themselves, with a high degree of self-motivation,” Itri and Lawson wrote. “High achievers become effective leaders when they learn to shift the focus from themselves to others by regularly showing appreciation for the contributions of staff members in their organization.”

4. Depending too much on competition

Managing conflict is an important part of leadership, the authors explained, and one way to improve in that area is to become familiar with the five modes of conflict resolution as coined by the Thomas-Kilmann model. The five modes (competing, collaborating, compromising, avoiding, and accommodating) can all be highly effective when used at the correct time, but Itri and Lawson emphasized that competing should not be used too often in a work environment.

Solving conflicts with competition instead of, say, collaboration or compromise, means that there will be both “winners” and “losers.” This has the potential to leave employees feeling resentful and exploited.

5. A lack of insight

The authors described a lack of insight as “the most devastating of all the characteristics described in this article,” saying it prevents leaders from improving their own destructive behaviors.

If a leader refuses to change course on an issue, for example, even though all evidence suggests he or she should change course, that could be a clear sign that the leader lacks insight.

“Leaders using their position and prestige to promote their own success and self-interests is another indication that there is a lack of insight,” Itri and Lawson wrote. “Candidates considered for an important leadership position should demonstrate self-mastery and a commitment to lifelong learning that includes honest self-reflection, acknowledging mistakes, accepting responsibility for decisions, identifying opportunities for improvement, and a commitment to the organization and its mission. Leaders need to identify and correct bad habits if they are to perform at their full potential.”