Kathy Malloch Leadership Systems, Glendale, AZ 85308, USA.
Nurs Clin North Am. 2010 Mar;45(1):1-9. doi: 10.1016/j.cnur.2009.10.001.
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.
信息的可用性和共享度增加、知识传递所使用的媒体、个体之间关系的范围和类型不断变化、以及信息传递和共享所需的时间。没有改变的是在评估和选择新技术时需要有效的人际关系；人与人之间的敏感性、对患者护理体验的认可和尊重。随着个人接受这些新技术，创新领导者的本质开始显现，以有目的地指导、评估、整合和综合技术到患者护理的工作中。现在，建立具有开放性的组织基础设施来增强有效的医患关系需要具备创新技能，这种技能能够理解和整合人类需求与最佳技术。本文简要介绍了创新领导力，作为变革的背景，同时还介绍了工作流程的 4 个重大变化，这些变化已经不可逆转地改变了医疗保健工作，三模态组织结构可以容纳运营、创新以及两者之间的过渡，最后还介绍了强调创新工作的个人和团队行为。
