Chapman T W
Greater Southeast Healthcare System, Washington, DC.
Front Health Serv Manage. 1993 Winter;10(2):3-26; discussion 41-2.
Health care leadership has never been more difficult than in the past decade--and the next ten years promise to be even more demanding. As a new era for health care emerges, organizational leaders will be required to manage increased levels of risk, uncertainty, and rapid change. Successful chief executives will be those who recognize and nurture intangible leadership qualities including knowledge of self, commitment to service, and depth and breadth of vision. With the continued shift away from hospital inpatient care, health care leaders will be called on to develop multipurpose delivery systems that move from a market-based to a community-based focus and deliver high quality services in a cost-effective manner. Several leadership themes will unfold in the midst of health care reform, including: exploiting change for the good of the organization and community; serving as educator, communicator, and comforter to divergent constituencies; and reestablishing a balance between short-term goals and long-term vision.
医疗保健领域的领导力从未像过去十年那样艰难，而未来十年的要求可能会更高。随着医疗保健新时代的出现，组织领导者将需要应对不断增加的风险、不确定性和快速变化。成功的首席执行官将是那些认识并培养无形领导品质的人，这些品质包括自我认知、服务承诺以及视野的深度和广度。随着医疗服务从医院住院治疗持续转向其他形式，医疗保健领导者将被要求开发多功能服务体系，从以市场为基础转向以社区为重点，并以具有成本效益的方式提供高质量服务。在医疗保健改革过程中将呈现几个领导力主题，包括：为了组织和社区的利益利用变革；作为教育者、沟通者和安抚者服务于不同的选民群体；以及在短期目标和长期愿景之间重新建立平衡。
