Pendleton David
Green Templeton College and the Said Business School, Oxford University, Oxford, UK.
Prim Health Care Res Dev. 2012 Oct;13(4):301-7. doi: 10.1017/S1463423612000485.
Over the last decade, I have put together a new theory of leadership. This paper describes its four propositions, which are consistent with the research literature but which lead to conclusions that are not commonly held and seldom put into practice. The first proposition is a model describing the territory of leadership that is different from either the Leadership Qualities Framework, 2006 or the Medical Leadership Competency Framework, 2010, both of which have been devised specifically for the NHS (National Health Service). The second proposition concerns the ill-advised attempt of individuals to become expert in all aspects of leadership: complete in themselves. The third suggests how personality and capability are related. The fourth embraces and recommends the notion of complementary differences among leaders. As the NHS seeks increasing leadership effectiveness, these propositions may need to be considered and their implications woven into the fabric of NHS leader selection and development. Primary Health Care research, like all fields of collective human endeavour, is eminently in need of sound leadership and the same principles that facilitate sound leadership in other fields is likely to be relevant to research teams.
在过去十年里，我构建了一种新的领导力理论。本文阐述了该理论的四个命题，它们与研究文献相符，但得出的结论却不常见且很少付诸实践。第一个命题是一个描述领导力范畴的模型，它不同于2006年的《领导力素质框架》或2010年的《医疗领导力能力框架》，这两个框架都是专门为英国国家医疗服务体系（NHS）设计的。第二个命题涉及个人试图在领导力的各个方面都成为专家的不明智尝试：即自身力求完美。第三个命题指出了个性与能力之间的关系。第四个命题包含并推崇领导者之间互补差异的概念。随着英国国家医疗服务体系追求更高的领导效能，可能需要考虑这些命题，并将其影响融入到英国国家医疗服务体系领导者选拔和培养的架构中。初级卫生保健研究，如同所有人类集体努力的领域一样，极其需要健全的领导力，而在其他领域促进健全领导力的相同原则可能也适用于研究团队。
