Bailey Suzie, Burhouse Anna
The King's Fund, London, UK.
RUBIS.Qi, Northumbria Healthcare NHS Foundation Trust, Newcastle upon Tyne, UK and consultant child and adolescent psychotherapist, 2gether NHS Foundation Trust, Brockworth, UK.
Future Healthc J. 2019 Jun;6(2):106-109. doi: 10.7861/futurehosp.6-2-106.
recently published recognises the critical role of leadership to the delivery of high-quality, sustainable healthcare and sets out an ambition for compassionate and inclusive leadership behaviours. There is good evidence that the biggest influence on organisational culture is the quality of leadership, affecting patient outcomes and staff experience. However, the current NHS staff survey paints a sobering picture of the current experience of the 1.2 million staff who work in the NHS in England. Changing culture requires leadership effort and behavioural change at every level of the system, from the clinical microsystem to the national arms-length bodies. Leaders can take positive action by regularly seeking feedback, paying attention to the leadership behaviours within their team and finding ways to ensure the team can reflect and improve their team working. This opinion article offers an introduction to compassionate and inclusive leadership in healthcare. Our intention is to provide the reader with a sense of agency to act and improve local culture for the benefits of patients and staff.
最近发表的文章认识到领导力对提供高质量、可持续医疗保健的关键作用，并提出了富有同情心和包容性的领导行为的目标。有充分证据表明，对组织文化影响最大的是领导质量，这会影响患者治疗结果和员工体验。然而，当前英国国家医疗服务体系（NHS）员工调查描绘了一幅令人清醒的画面，展示了在英格兰NHS工作的120万员工目前的经历。改变文化需要系统各级的领导努力和行为改变，从临床微观系统到国家非直属机构。领导者可以通过定期征求反馈意见、关注团队内部的领导行为以及找到确保团队能够反思和改进团队协作的方法来采取积极行动。这篇观点文章介绍了医疗保健领域富有同情心和包容性的领导。我们的目的是让读者有采取行动的意识，为了患者和员工的利益改善当地文化。
