背景:随着医疗保健系统迅速变得越来越复杂,医疗保健领导者正在不断扩大的角色范围和日益多样化的任务,以确保提供高质量的患者护理。尽管有一系列领导理论,模型,和指导领导力发展的培训课程,领导者在新兴医疗保健挑战背景下所需的角色和能力(例如,颠覆性技术,人口老龄化,和精疲力尽的劳动力)还没有得到足够好的概念化。本范围审查旨在通过深入研究当代学术和有针对性的灰色文献来研究这些角色和能力,以探讨医疗保健领导角色和能力的未来趋势。
方法:三个电子数据库(BusinessSourcePremier、Medline,和Embase)从2018年1月至2023年2月进行了搜索,以获取有关领导角色和能力的关键未来趋势的同行评审文献。还搜索了以医疗保健和领导为重点的知名组织的网站。使用描述性统计和主题分析对数据进行了分析,以探索文献的范围和深度以及领导角色和能力的关键概念。
结果:从文献中确定并筛选相关性的最初348篇文章中,39篇文章被纳入数据综合。未来的领导角色和能力与四个关键主题相关:创新和适应(例如,灵活性和视觉设置),协作和沟通(例如,关系和信任的建立),自我发展和自我意识(例如,体验式学习和自我检查),以及以消费者和社区为中心(例如,公共卫生信息)。在每个领域,在日益复杂的条件下,广泛的战略和方法有助于有效的领导,以及这些角色和能力适用的各种背景和情况。
结论:这项研究强调了领导力要求和卫生系统复杂性的内在相互依存性。而不是作为一组角色和能力,有效的医疗保健领导力可能会更好地概念化为一系列广泛的目标,包括促进利益相关者之间的合作,建设能力文化,并不断创新,以提高护理质量。
BACKGROUND: As healthcare systems rapidly become more complex, healthcare leaders are navigating expanding role scopes and increasingly varied tasks to ensure the provision of high-quality patient care. Despite a range of leadership theories, models, and training curricula to guide leadership development, the roles and competencies required by leaders in the context of emerging healthcare challenges (e.g., disruptive technologies, ageing populations, and burnt-out workforces) have not been sufficiently well conceptualized. This scoping review aimed to examine these roles and competencies through a deep dive into the contemporary academic and targeted gray literature on future trends in healthcare leadership roles and competencies.
METHODS: Three electronic databases (Business Source Premier, Medline, and Embase) were searched from January 2018 to February 2023 for peer-reviewed literature on key future trends in leadership roles and competencies. Websites of reputable healthcare- and leadership-focused organizations were also searched. Data were analyzed using descriptive statistics and thematic analysis to explore both the range and depth of literature and the key concepts underlying leadership roles and competencies.
RESULTS: From an initial 348 articles identified in the literature and screened for relevance, 39 articles were included in data synthesis. Future leadership roles and competencies were related to four key themes: innovation and adaptation (e.g., flexibility and vision setting), collaboration and communication (e.g., relationship and trust building), self-development and self-awareness (e.g., experiential learning and self-examination), and consumer and community focus (e.g., public health messaging). In each of these areas, a broad range of strategies and approaches contributed to effective leadership under conditions of growing complexity, and a diverse array of contexts and situations for which these roles and competencies are applicable.
CONCLUSIONS: This research highlights the inherent interdependence of leadership requirements and health system complexity. Rather than as sets of roles and competencies, effective healthcare leadership might be better conceptualized as a set of broad goals to pursue that include fostering collaboration amongst stakeholders, building cultures of capacity, and continuously innovating for improved quality of care.