North West London General Surgery Rotation and National Leadership Council, Department of Health, London, UK.
Postgrad Med J. 2011 Jan;87(1023):27-32. doi: 10.1136/pgmj.2009.093807. Epub 2010 Oct 10.
Good medical leadership is vital in delivering high-quality healthcare, and yet medical career progression has traditionally seen leadership lack credence in comparison with technical and academic ability. Individual standards have varied, leading to variations in the quality of medical leadership between different organisations and, on occasions, catastrophic lapses in the standard of care provided to patients. These high-profile events, plus increasing evidence linking clinical leadership to performance of units, has led recently to more focus on leadership development for all doctors, starting earlier and continuing throughout their careers. There is also an increased drive to see doctors take on more significant leadership roles throughout the healthcare system. The achievement of these aims will require doctors to develop strong personal and professional values, a range of non-technical skills that allow them to lead across professional boundaries, and an understanding of the increasingly complex environment in which 21st century healthcare is delivered. Developing these attributes will require dedicated resources and the sophisticated application of a variety of different learning methodologies such as mentoring, coaching, action learning and networking.
良好的医疗领导力对于提供高质量的医疗保健至关重要，但医疗职业发展传统上一直存在领导能力不如技术和学术能力受重视的问题。个人标准各不相同，导致不同组织之间的医疗领导力质量存在差异，有时甚至会导致向患者提供的护理标准灾难性下降。这些备受瞩目的事件，加上越来越多的证据表明临床领导力与单位绩效相关联，最近导致更多的关注集中在所有医生的领导力发展上，从更早开始，并在整个职业生涯中持续进行。此外，还越来越鼓励医生在整个医疗体系中承担更重要的领导角色。要实现这些目标，医生需要培养强大的个人和专业价值观、一系列允许他们跨越专业界限进行领导的非技术技能，以及对 21 世纪医疗保健提供方式日益复杂的环境的理解。培养这些特质需要专门的资源和各种不同学习方法的巧妙应用，例如指导、辅导、行动学习和网络。
