Holland J Brian, Malvey Donna, Fottler Myron D
Florida Hospital, Maitland, USA.
Health Care Manag (Frederick). 2009 Apr-Jun;28(2):117-23. doi: 10.1097/HCM.0b013e3181a2cb63.
As health care organizations expand and move into global markets, they face many leadership challenges, including the difficulty of leading individuals who are geographically dispersed. This article provides global managers with guidelines for leading and motivating individuals or teams from a distance while overcoming the typical challenges that "virtual leaders" and "virtual teams" face: employee isolation, confusion, language barriers, cultural differences, and technological breakdowns. Fortunately, technological advances in communications have provided various methods to accommodate geographically dispersed or "global virtual teams." Health care leaders now have the ability to lead global teams from afar by becoming "virtual leaders" with a responsibility to lead a "virtual team." Three models of globalization presented and discussed are outsourcing of health care services, medical tourism, and telerobotics. These models require global managers to lead virtually, and a positive relationship between the virtual leader and the virtual team member is vital in the success of global health care organizations.
随着医疗保健组织的扩张并进入全球市场，它们面临着许多领导方面的挑战，包括领导地理位置分散的人员的困难。本文为全球管理者提供了一些指导方针，以便在远距离领导和激励个人或团队的同时，克服“虚拟领导者”和“虚拟团队”所面临的典型挑战：员工孤立、困惑、语言障碍、文化差异和技术故障。幸运的是，通信技术的进步提供了各种方法来适应地理位置分散的或“全球虚拟团队”。医疗保健领导者现在有能力通过成为负责领导“虚拟团队”的“虚拟领导者”来远程领导全球团队。文中介绍并讨论的三种全球化模式是医疗保健服务外包、医疗旅游和远程机器人技术。这些模式要求全球管理者进行虚拟领导，而虚拟领导者与虚拟团队成员之间的积极关系对于全球医疗保健组织的成功至关重要。
