Ford Randal
Spartanburg Regional Healthcare System, Spartanburg, SC 29303, USA.
Health Serv Manage Res. 2009 Aug;22(3):101-14. doi: 10.1258/hsmr.2008.008016.
Many analysts characterize the health-care industry and health-care systems as complex adaptive organizations. New hybrid organizational forms are emerging that exhibit diverse relational-structural alliances between physicians, hospitals and/or insurers, over which administrators have limited control and restricted ability to predict or direct. Meeting the challenges in leading and managing health-care systems as complex adaptive organizations calls for additional competency in what theorists determine as 'complex leadership'. This research study presents findings on complex leadership principles that augment those competencies that health-care administration education scholars recognize and recommend as necessary for future leaders in health care to master. The findings from this study make two contributions: first, they ground complex leader theory, derived from complexity science, in empirical data; and second, the findings add to a growing body of literature investigating the underlying logics of the complex adaptive organization and the innovative ways complex leaders are developing practices and principles in leading and managing these new, emerging organizations.
许多分析师将医疗保健行业和医疗保健系统描述为复杂适应型组织。新的混合组织形式正在出现，这些形式展现出医生、医院和/或保险公司之间多样的关系结构联盟，对此管理人员的控制有限，预测或指导能力也受到限制。作为复杂适应型组织来应对领导和管理医疗保健系统中的挑战，需要具备理论学家所定义的“复杂领导力”方面的额外能力。这项研究呈现了关于复杂领导原则的研究结果，这些原则增强了医疗保健管理教育学者认为未来医疗保健领导者必须掌握的那些能力。本研究的结果有两点贡献：其一，它们将源自复杂性科学的复杂领导理论建立在实证数据基础之上；其二，这些结果补充了越来越多的文献，这些文献探讨复杂适应型组织的潜在逻辑，以及复杂领导者在领导和管理这些新兴组织时制定实践和原则的创新方式。
