Department of Business Administration, School of Business, Economics and Law, University of Gothenburg, Gothenburg, Sweden.
J Health Organ Manag. 2009;23(4):411-28. doi: 10.1108/14777260910979308.
The purpose of this paper is to gain a deeper understanding of the main contemporary challenges for healthcare leaders in their everyday work practice, and the support they need to master their experienced dilemmas.
DESIGN/METHODOLOGY/APPROACH: Qualitative in-depth interviews (n=52), and focus-group interviews (n=6) with 31 first-line and 45 second-line healthcare leaders are analysed in line with constructivist grounded theory.
In this paper, two leadership models are proposed for defining and differentiating ways of meeting different logics and demands made on leaders in the healthcare sector. The first model is leadership by separating different logics and fragmentation of time. Here, leaders express a desire for support in defining, structuring, dividing, and allocating tasks. The second model is leadership by integrating different logics and currentness of solutions. In this case, leaders want support in strengthening proactive leadership and shaping the basis for participative employeeship.
RESEARCH LIMITATIONS/IMPLICATIONS: This research is designed to describe what people experience rather than to assess the frequency of that experience in the studied settings. However, it would be interesting to elaborate on the findings of this study using other research methodologies.
The findings contribute to contextual knowledge that is of relevance in supporting healthcare leaders. This is helpful in identifying important conditions that support the establishment of leadership and employeeship, leading to improvements in healthcare practice.
ORIGINALITY/VALUE: The paper describes how contemporary leadership in the healthcare sector is constituted through different strategies for meeting multiple logics.
本文旨在更深入地了解医疗保健领导者在日常工作实践中面临的主要当代挑战，以及他们需要掌握经验困境所需的支持。
设计/方法/途径：采用建构主义扎根理论，对 31 名一线和 45 名二线医疗保健领导者的 52 次深度访谈和 6 次焦点小组访谈进行了分析。
在本文中，提出了两种领导模式来定义和区分满足医疗保健部门领导者面临的不同逻辑和需求的方式。第一种模式是通过分离不同的逻辑和时间的碎片化来领导。在这里，领导者表示希望在定义、结构、划分和分配任务方面得到支持。第二种模式是通过整合不同的逻辑和当前的解决方案来领导。在这种情况下，领导者希望在加强主动领导和塑造参与式员工基础方面得到支持。
研究局限性/影响：本研究旨在描述人们的体验，而不是评估在研究环境中体验的频率。然而，使用其他研究方法来阐述本研究的发现将是有趣的。
研究结果有助于支持医疗保健领导者的背景知识。这有助于确定支持领导力和员工关系建立的重要条件，从而改善医疗实践。
原创性/价值：本文描述了当代医疗保健部门的领导力是如何通过应对多种逻辑的不同策略来构成的。
