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Leadership for improvements in Swedish health care

机译：领导改善瑞典医疗保健

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The paper explores the following eight leadership models: The captain: Commands respect and confidence, leads from the front, professionally competent, communicative, reliable and fair. The creative leader: Innovative, visionary, courageous, inspiring, and strong sense of ego. The involved leader: Empathy, a hands-on approach and focuses on the procedures. The task leader: Analytical, bottom-line driven, result-oriented, impersonal, and persevering. The strategic leader: Focuses on strategic goals, takes a holistic view of the organization, a good planner, process-oriented and trustworthy. The impulsive leader: Obsessed with new ideas, curious, energetic and participative. The specialist: Expert, solitary, lacks inspirational ability and calm. The team builder leader: Tolerant, gives feedback, acts as a coach, motivates, inspires and supportive. The paper presents factually observed large sample results on prevalent leadership styles and leadership effectiveness (as perceived by subordinates and leaders) in relation to: County Council of Ostergotland (comprising of University Hospital in Links ping, the Vrinnevi Hospital in Norrkoping, the hospital in Motala, the medical laboratory unit and Skelleftea Medical Services). The paper concludes that a leadership characterized by the leadership styles of the captain, the strategic leader and the team builder is preferred by the subordinates and leaders as an effective leadership.
机译：本文探讨了以下八种领导模式：上尉：指挥尊重和信心，领导领导，专业胜任，沟通，可靠和公正。创意领袖：创新，有远见，勇敢，鼓舞和强烈的自我意识。涉及的领导者：同情心，动手实践，专注于程序。任务负责人：分析，底线驱动，以结果为导向，个性化和坚韧不拔。战略领导者：专注于战略目标，对组织有一个整体的看法，一个好的计划者，面向过程并且值得信赖。冲动的领导者：痴迷于新的想法，好奇，充满活力和参与性。专家：专家，孤独，缺乏启发能力和冷静。团队建设者的领导者：宽容，提供反馈，充当教练，激励，鼓舞和支持。本文就以下方面的普遍领导风格和领导有效性（由下属和领导者所察觉）提出了事实观察到的大量样本结果：Ostergotland县议会（由Links ping的University Hospital，Norrkoping的Vrinnevi医院，Motala的医院组成） ，医学实验室部门和Skelleftea医疗服务）。本文的结论是，以队长，战略领导者和团队建设者的领导风格为特征的领导者被下属和领导者视为有效的领导者。

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