Englebright Jane, Perlin Jonathan
Clinical Services Group, HCA, Inc, 1 Park Plaza, Nashville, TN 37203, USA.
Nurs Adm Q. 2008 Jul-Sep;32(3):188-94. doi: 10.1097/01.NAQ.0000325175.30923.ff.
Community hospitals are most frequently led by nonclinicians. Although some may have employed physician leaders, most often clinical leadership is provided by a chief nurse executive (CNE) or chief nursing officer. Clinical leadership of community hospital and health systems may similarly be provided by a system-level nursing executive or, often, by a council of facility CNEs. The increasingly competitive healthcare environment in which value-based purchasing of healthcare and pay-for-performance programs demand improved clinical performance for financial success has led to reconsideration of whether a council model can provide either the leadership or adequate attention to clinical (and operational) improvement. In turn, community hospitals and health systems look to CNE or chief nursing officer roles at the highest level of the organization as resources that are able to segue between the clinical and operational domains, translating clinical performance demands into operating strategies and tactics. This article explores CNE characteristics required for success in these increasingly responsible and visible roles.
社区医院大多由非临床医生领导。虽然有些医院可能聘请了医师领导，但临床领导通常由首席护士执行官（CNE）或首席护理官担任。社区医院和医疗系统的临床领导同样可能由系统级护理执行官提供，或者通常由各机构CNE组成的委员会提供。在竞争日益激烈的医疗环境中，基于价值的医疗采购和按绩效付费计划要求改善临床绩效以实现财务成功，这促使人们重新思考委员会模式是否能够提供临床（和运营）改进所需的领导力或足够关注。相应地，社区医院和医疗系统将组织最高层的CNE或首席护理官角色视为能够在临床和运营领域之间转换的资源，将临床绩效要求转化为运营战略和策略。本文探讨了在这些责任日益重大且备受瞩目的角色中取得成功所需的CNE特质。
