Orsino Philip S
Masonite International Corporation.
Healthc Pap. 2003;4(1):34-6; discussion 88-90. doi: 10.12927/hcpap..16892.
Leatt and Porter offer views on the principles of leadership development for the future of healthcare and propose a "new model for developing healthcare leaders em leader that could transform the educational process and improve outcomes" for organizations as a whole. They maintain that the healthcare "educational process needs to be designed to enhance senior healthcare leaders' competency, prepare them for action and ultimately increase leadership and system performance and quality." As a tool to achieve these goals, Leatt and Porter present a model for learning based on 10 principles that, among other things, address what they see as the "need to increase our ability to identify, quantify, develop, measure and evaluate competencies for healthcare leaders." In the viewpoint of this commentator, written from his observations as a CEO, the most critical competencies in a leader, and the least susceptible to measurement, are creativity and vision. In the business world, as in the healthcare sector, these traits are absolutely necessary for leaders to deal effectively with known and unforeseen demands on their organizations, ongoing problems of scarce resources and, particularly in the Canadian healthcare sector, the need for leaders to negotiate with all levels of government to improve the system.
利特和波特就医疗保健未来领导力发展的原则发表了看法，并提出了一种“培养医疗保健领导者的新模式”，这种模式有望改变教育过程并改善整个组织的成果。他们认为，医疗保健“教育过程需要设计得能够提高高级医疗保健领导者的能力，使他们为行动做好准备，并最终提高领导力以及系统绩效和质量”。作为实现这些目标的一种工具，利特和波特提出了一个基于10项原则的学习模式，该模式除其他外，还涉及他们所认为的“提高我们识别、量化、培养、衡量和评估医疗保健领导者能力的能力的必要性”。在这位评论员（基于其首席执行官的观察所撰写）看来，领导者最关键且最难以衡量的能力是创造力和远见。在商业领域，就像在医疗保健行业一样，这些特质对于领导者有效应对组织面临的已知和不可预见的需求、资源稀缺这一持续问题，尤其是在加拿大医疗保健行业中领导者与各级政府进行谈判以改善体系的需求而言，绝对是必要的。
