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Exploring the workplace culture and leadership within PET CT departments across the United Kingdom
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Gareth Noble
Radiography, Volume: 31, Issue: 4, Start page: 102994
Swansea University Author:
Gareth Noble
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© 2025 The Authors. Published by Elsevier Ltd on behalf of The College of Radiographers. This is an open access article distributed under the terms of the Creative Commons CC-BY license.
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DOI (Published version): 10.1016/j.radi.2025.102994
Abstract
Introduction: Positron Emission Tomography (PET) uses a positron camera and Computed Tomography (CT) to locate radionuclide concentrations within a patient's body for various referral pathways, including oncology, cardiology, and neurology. The PET-CT imaging rollout across the United Kingdom (...
| Published in: | Radiography |
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| ISSN: | 1078-8174 1532-2831 |
| Published: |
Elsevier Ltd
2025
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| Online Access: |
Check full text
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| URI: | https://cronfa.swan.ac.uk/Record/cronfa69673 |
| Abstract: |
Introduction: Positron Emission Tomography (PET) uses a positron camera and Computed Tomography (CT) to locate radionuclide concentrations within a patient's body for various referral pathways, including oncology, cardiology, and neurology. The PET-CT imaging rollout across the United Kingdom (UK) is a mix of National Health Service and private provider sites, with a varied skills mix in the workforce. This study aims to explore the workplace culture and leadership within a private provider PET-CT departments across the UK to understand the current challenges. Method: A n = 39 question cross-sectional survey using purposive sampling of a single private provider of PET-CT sites across the UK (n = 260) was conducted. The survey was divided into n = 6 sections: demographics, teamwork, standards and processes, professional development, workload levels, and work environment questions. Data analysis applied descriptive statistics and thematic analysis for recurring themes and patterns. Results: Twenty-five responses were received, providing a range of answers on what makes an effective team, from communication (64 %), collective decision-making (28 %), the efficiency of standardisation of protocols (68 %), and adequate work environments (72 %). Key barriers included variation of protocols across sites (64 %), lack of work appraisals (28 %), and time to complete mandatory training (48 %), and daily tasks (60 %). Conclusion: Findings present opportunities to improve the culture and leadership by reviewing staffing levels, workforce planning, training and communication. Specifically, the dissemination of information between teams was identified as an area for future improvement. Implications for practice: Improvements to communication, allocated time for training and career opportunities would assist staff retention and teamwork. Future research into the standardisation of PET-CT protocols would be beneficial. |
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| Keywords: |
PET-CT; Culture; Leadership; Skills-mix workforce; Training; Communication |
| College: |
Faculty of Medicine, Health and Life Sciences |
| Issue: |
4 |
| Start Page: |
102994 |