Manchester Business School, University of Manchester, Manchester, England, UK.
Int J Health Policy Manag. 2014 Oct 14;3(5):227-9. doi: 10.15171/ijhpm.2014.101. eCollection 2014 Oct.
There is a trend in health systems around the world to place great emphasis on and faith in improving 'leadership'. Leadership has been defined in many ways and the elitist implications of traditional notions of leadership sit uncomfortably with modern healthcare organisations. The concept of distributed leadership incorporates inclusivity, collectiveness and collaboration, with the result that, to some extent, all staff, not just those in senior management roles, are viewed as leaders. Leadership development programmes are intended to equip individuals to improve leadership skills, but we know little about their effectiveness. Furthermore, the content of these programmes varies widely and the fact that many lack a sense of how they fit with individual or organisational goals raises questions about how they are intended to achieve their aims. It is important to avoid simplistic assumptions about the ability of improved leadership to solve complex problems. It is also important to evaluate leadership development programmes in ways that go beyond descriptive accounts.
全球卫生系统有一个趋势，即非常重视并信任领导力的提升。领导力已经有多种定义，而传统领导力概念中的精英主义意味与现代医疗机构不太相符。分布式领导力的概念包含包容性、集体性和协作性，其结果是，在某种程度上，所有员工，而不仅仅是那些处于高级管理职位的员工，都被视为领导者。领导力发展计划旨在使个人具备提高领导力的技能，但我们对其效果知之甚少。此外，这些计划的内容差异很大，而且许多计划缺乏对其如何与个人或组织目标相契合的认识，这使得人们对它们如何实现其目标产生了疑问。避免对领导力提升能够解决复杂问题的能力做出简单假设很重要。此外，以超越描述性的方式评估领导力发展计划也很重要。
