Davidson Pamela L, Azziz Ricardo, Morrison James, Rocha Janet, Braun Jonathan
program area leader, University of California Los Angeles Clinical and Translational Science Institute, Center for Evaluation and HSR, and Associate Professor, Schools of Nursing and Public Health, University of California, Los Angeles, California.
Professor, Obstetrics, Gynecology and Medicine, President, Georgia Health Sciences University, CEO, Georgia Health Sciences Health System, Augusta, GA.
J Health Adm Educ. 2012 Spring;29(2):135-154.
We investigated leadership competencies for developing senior and emerging leaders and the perceived effectiveness of leadership development programs in Health Research Organizations (HROs). A pilot study was conducted to interview HRO executives in Southern California. Respondents represented different organizational contexts to ensure a diverse overview of strategic issues, competencies, and development needs. We analyzed qualitative and quantitative data using an innovative framework for analyzing HRO leadership development. The National Center for Healthcare Leadership 'Health Leadership Competency Model' was used as the foundation of our competency research. Top strategic issues included economic downturn and external funding, the influence of governmental policies and regulations, operating in global markets, and forming strategic alliances. High priority NCHL leadership competencies required to successfully lead an HRO include talent development, collaboration, strategic orientation, and team leadership. Senior executives need financial skills and scientific achievement; emerging leaders need technical/scientific competence, information seeking, and a strong work ethic. About half of the respondents reported having no leadership development program (LDP). Almost all reported their organization encourages mentoring, but less than one-third reported an active formalized mentoring program. We conclude that uncertainties and challenges related to healthcare reform and the continued budget deficits will require HRO restructuring to contain costs, remove barriers to innovation, and show value-add in accelerating discovery to improve clinical care, patient outcomes, and community health. Successful leaders will need to become more strategic, entrepreneurial, and resourceful in developing research alliances, executing research operations, and continually improving performance at all levels of the HRO.
我们调查了卫生研究组织（HRO）中培养资深领导者和新兴领导者所需的领导能力，以及领导力发展项目的感知有效性。开展了一项试点研究，对南加州的HRO高管进行访谈。受访者代表了不同的组织背景，以确保对战略问题、能力和发展需求有全面的了解。我们使用一种创新框架分析定性和定量数据，以研究HRO的领导力发展。国家医疗保健领导力中心的“健康领导力能力模型”被用作我们能力研究的基础。首要战略问题包括经济衰退和外部资金、政府政策法规的影响、在全球市场运营以及建立战略联盟。成功领导一个HRO所需的高优先级NCHL领导能力包括人才培养、协作、战略导向和团队领导。高级管理人员需要财务技能和科研成就；新兴领导者需要技术/科学能力、信息获取能力和强烈的职业道德。约一半的受访者表示没有领导力发展项目（LDP）。几乎所有人都表示他们的组织鼓励指导，但不到三分之一的人表示有活跃的正式指导项目。我们得出结论，与医疗改革相关的不确定性和挑战以及持续的预算赤字将要求HRO进行重组，以控制成本、消除创新障碍，并在加速发现以改善临床护理、患者预后和社区健康方面展现附加值。成功的领导者在建立研究联盟、开展研究运营以及不断提高HRO各级绩效方面需要变得更具战略性、创业精神和足智多谋。
