Graber David R, Kilpatrick Anne Osborne
Medical University of South Carolina, USA.
J Health Hum Serv Adm. 2008 Fall;31(2):179-97.
The importance of values in organizations is often discussed in management literature. Possessing strong or inspiring values is increasingly considered to be a key quality of successful leaders. Another common theme is that organizational values contribute to the culture and ultimate success of organizations. These conceptions or expectations are clearly applicable to healthcare organizations in the United States. However, healthcare organizations have unique structures and are subject to societal expectations that must be accommodated within an organizational values system. This article describes theoretical literature on organizational values. Cultural and religious influences on Americans and how they may influence expectations from healthcare providers are discussed. Organizational cultures and the training and socialization of the numerous professional groups in healthcare also add to the considerable heterogeneity of value systems within healthcare organizations. These contribute to another challenge confronting healthcare managers--competing or conflicting values within a unit or the entire organization. Organizations often fail to reward members who uphold or enact the organization's values, which can lead to lack of motivation and commitment to the organization. Four key elements of values-based leadership are presented for healthcare managers who seek to develop as values-based leaders. 1) Recognize your personal and professional values, 2) Determine what you expect from the larger organization and what you can implement within your sphere of influence, 3) Understand and incorporate the values of internal stakeholders, and 4) Commit to values-based leadership.
管理文献中经常讨论价值观在组织中的重要性。拥有强大或鼓舞人心的价值观越来越被视为成功领导者的关键品质。另一个共同主题是，组织价值观有助于组织的文化和最终成功。这些观念或期望显然适用于美国的医疗保健组织。然而，医疗保健组织具有独特的结构，并受到社会期望的约束，这些期望必须在组织价值观体系中得到体现。本文描述了关于组织价值观的理论文献。讨论了文化和宗教对美国人的影响以及它们如何可能影响对医疗保健提供者的期望。组织文化以及医疗保健领域众多专业群体的培训和社会化也增加了医疗保健组织内部价值体系的显著异质性。这些因素给医疗保健管理者带来了另一个挑战——单位或整个组织内相互竞争或冲突的价值观。组织往往未能奖励那些坚持或践行组织价值观的成员，这可能导致缺乏对组织的动力和承诺。对于那些希望成长为基于价值观的领导者的医疗保健管理者，本文提出了基于价值观的领导力的四个关键要素。1）认识你的个人和职业价值观，2）确定你对更大组织的期望以及你在自己的影响范围内可以实施的内容，3）理解并融入内部利益相关者的价值观，4）致力于基于价值观的领导力。
