Hurley John, Linsley Paul
School of Nursing and Midwifery, University of Dundee, Dundee, UK.
J Nurs Manag. 2007 Oct;15(7):749-55. doi: 10.1111/j.1365-2934.2006.00747.x.
The purpose of this article was to highlight the increasing corporate style pressures being exerted upon the NHS in England and Wales and how the nursing profession needs to fundamentally change in response to this emerging environment. Through examining a range of nursing leadership responses this paper offers a way forward to meet these challenges.
Given the accelerating pace of fundamental change within health service delivery the nursing profession is particularly challenged to enact not just new structures but a new, eclectic model of nursing leadership that engages nurses at the clinical interface. Without this, both individual nurses and the wider professions risks being inert within an era of profound change.
The palpable incongruence between health organizations and leadership models create ineffectiveness and a paucity of self-determinism within nursing. Apparent is the wide range of leadership styles required to respond to these challenges that overtly exceed a single leadership model alone.
本文旨在强调英格兰和威尔士国民保健服务体系（NHS）所面临的日益增长的企业式压力，以及护理行业如何需要从根本上进行变革以应对这一新兴环境。通过审视一系列护理领导的应对措施，本文提出了应对这些挑战的前进方向。
鉴于医疗服务提供领域根本性变革的加速步伐，护理行业面临着特殊挑战，不仅要建立新的结构，还要建立一种新的、兼收并蓄的护理领导模式，让护士参与临床工作。否则，在深刻变革的时代，个体护士和整个行业都有变得消极怠惰的风险。
卫生组织与领导模式之间明显的不协调导致护理工作效率低下且缺乏自主性。显然，应对这些挑战需要多种领导风格，这远远超出了单一领导模式的范畴。
