WORKFORCE: A regional breakdown from the NHS Top Leaders programme said 65 per cent of leaders in the capital created a “de-motivating” environment.

This compared to 10 per cent who created a “high performance climate” five per cent who created an “energizing climate” and 20 per cent whose climactic effect was “neutral”.

The DH runs the Top Leaders programme to identify talent and provide extra support for it.

The methodology uses a verbal and numerical reasoning test, analysis of leadership style and organisational climate plus a “360 degree appraisal” - where subordinates and superiors are asked for their opinions of the individual.

Some senior managers in and outside of London opted out of the list.

The results for London, released to HSJ under the Freedom of Information Act, said: “We have leaders who are intellectually robust, tough minded and self-confident” and that managers predominantly used the “pacesetting” management style.

This allowed “our leaders to demonstrate they are prepared to get involved, set standards, role model and drive projects/results through”.

It also stressed that London’s leaders were “values-driven” and “committed to making a difference”.

The presentation to NHS London said the downside of this style was that it left staff feeling disempowered.

The downside of the pace-setting style was that it could leave staff “disempowered” and “left behind”, and recommended they broaden their range of management techniques.

Another disadvantage is “That leaders exhibit an absence of attention to detail and focus on completion of tasks.”

The document said NHS London would deliver a support package for the group.