Innovation leadership: new perspectives for new work.

The industrial age command and control leadership style and supporting infrastructure are ineffective in meeting the challenges of the increased availability and sharing of information, the media used for knowledge transfer, the changing range and types of relationships between individuals, and the time required to transfer and share information. What has not changed is the need for effective personal relationships in the evaluation and selection of new technologies; human to human sensitivity, acknowledgment, and respect for the patient care experience. As individuals embrace these new technologies, the essence of the innovation leader emerges to purposefully guide, assess, integrate, and synthesize technology into the human work of patient care. Building organizational infrastructures with openness for technology and innovations to enhance effective patient care relationships now requires an innovation skill set that understands and integrates human needs with the best of technology. In this article a brief description of innovation leadership is presented as the backdrop for change along with 4 significant changes in work processes that have irreversibly altered health care work, the trimodal organizational structure to accommodate operations, innovation, and transition between the 2, and finally, individual and team behaviors that emphasize the work of innovation.