PURPOSE Physicians rarely receive formal training in leadership skills. Çitaku and colleagues have identified a set of leadership competencies (LCs) providing validity evidence in North American (NA) and European Union (EU) medical education institutions. We aim to apply this same survey to a sample of Latin American (LA) medical leaders from the oncology community and related areas, compare the results with those of the previous survey, and perform subgroup analyses within the LA cohort. METHODS The survey was sent to nearly 8,000 physicians of participating professional organizations. In addition to the 63 questions, we also collected data on the type of institution, country, specialty, sex, age, years of experience in oncology, and leadership position. RESULTS The 217 LA respondents placed the highest value on task management competencies (91.37% reported these as important or very important v 87.0% of NA/EU respondents; P < .0001), followed by self-management (87.45% of LA respondents v 87.55% of NA/EU respondents; P = not significant [NS]), social responsibility (86.83% of LA respondents v 87.48% of NA/EU respondents; P = NS), innovation (86.69% of LA respondents v 85.31% of NA/EU respondents; P = NS), and leading others (83.31% of LA respondents v 84.71% of NA/EU respondents; P = NS). Social responsibility, which was first in importance in the NA/EU survey, was only third in the LA survey. Subgroup analyses showed significant variations in the ratings of specific LCs within the LA population. CONCLUSION LCs valued by LA leaders somewhat differ from those valued by their NA and EU counterparts, implying that cultural aspects might influence the perception of desired LCs. We also detected variations in the responses within the LA population. Our data indicate that current physician leadership training programs should be tailored to suit specific needs and cultural aspects of each region. Further validity studies of this instrument with other samples and cultures are warranted.

Objetivo: Avaliar a qualidade de vida de idosos atendidos na Estratégia Saúde da Família de uma capital do nordeste brasileiro. Métodos: Estudo descritivo, de corte transversal, realizado com 89 idosos atendidos em uma Unidade Básica de Saúde de Teresina, Piauí, Brasil. Os critérios de inclusão foram: idade entre 60 e 70 anos e concordar em participar do estudo, assinando o termo de consentimento. Os dados foram coletados através de um questionário com perguntas fechadas, com o objetivo de levantar dados confiáveis e atualizados dos idosos. Os dados foram analisados de forma descritiva, utilizando a folha de cálculo Excel (versão 2010). Resultados: A maioria dos idosos avalia sua qualidade de vida como mediana e estão satisfeitos com a vida.  Boa parte deles apresenta um nível de energia relativamente adequado para a execução de tarefas e possui acesso às informações. 30,3% relatam ter muito pouca ou nenhuma oportunidade de lazer. Quanto ao padrão de sono, é satisfatório, tendo em vista que apenas 9% estão muito pouco satisfeitos. Com relação ao desempenho de atividades rotineiras, a maioria relatou que as ações são executadas satisfatoriamente (88,7%). 31,5% dos idosos informou ter uma vida sexual completa, 28,1% muito boa e 15,7% médio. Quanto à presença de sentimentos negativos, percebe-se que a maioria dos idosos (65,1%) tem muito pouco ou nada de sentimentos negativos, conferindo um percentual significativo. Conclusão: Faz-se necessário que os profissionais de saúde atentem mais para os aspectos que influenciam negativamente na determinação da qualidade de vida dos idosos.

10517 Background: Despite the growing complexity in the healthcare sector, physicians rarely receive formal training in leadership skills. In a previous survey, Citaku et el identified a set of leadership competencies (LC) which were evaluated by North-American (NA) and European (EU) leaders involved with medical education. We aim 1) To apply this same survey to a population of Latin-American (LA) physicians from the oncology community and related areas who hold leadership positions of various levels; 2) To compare the results with those of the previous survey and 3) To perform subgroup analyses within the LA cohort. Methods: The survey was sent to close to 8.000 members of contributing medical societies from LA countries. In addition to the 63 questions with 5 possible responses, we also collected data on type of institution (private vs public), country of practice, main specialty, gender, age, years of experience in oncology and years of experience in leadership position. Results: We collected a total of 217 responses on a web-based tool. LA leaders placed the highest value on task-management competencies(91,37% of `important` or `very important` responses vs 87,0% for NA/EU; p < .0001), followed by self-management(87,45% vs 87,55%; p = NS), social responsibility(86,83% vs 87,48% ; p = NS), innovation(86,69% vs 85,31% ; p = NS) and leading others(83,31% vs 84,71% ; p = NS). Social responsibility, which was first in importance in the NA/EU survey, was only third in the LA survey. Subgroup analyses revealed significant interactions which will be fully presented. Conclusions: We successfully applied the survey to a population of LA medical leaders from the oncology community and related areas. LC valued by LA leaders somewhat differ from those valued by their NA/EU counterparts, implying that cultural aspects might influence the perception of desired/required LC. We also detected significant variations in the responses within the LA population. Our data might indicate that current physician leadership training programs should be tailored to suit specific needs and cultural aspects of each region. Further validation of this survey in other clusters of world culture is warranted.