Edited by Myron D. Fottler, Donna Malvey and Donna J. Slovensky
Chapter 2: Leadership resilience
Today’s healthcare environment in the United States is impacted by many dynamic factors – new technologies, changes in the systems for delivery of healthcare, quality and patient safety concerns, evolving regulatory requirements, workforce shortages, workload requirements – all of which are changing far more rapidly than organizational performance structures can adapt. As a result, the gap between the rate at which change occurs and the ability of organizations to anticipate and plan for change is broadening. Evaluating the external environment and its impact on an organization’s strategy and operations has long been seen as more difficult under conditions of uncertainty than during periods of predictability, thus many organizations experience less than satisfactory working conditions and leaders find themselves being more reactive to crisis situations than proactive in preventing them. Leaders faced with rapid change and uncertainty in their work environments often report such feelings as “being stretched too thin” or overstressed, experiencing internal conflict over difficult decisions, and being faced with adversity in their daily work routines. To remain effective in their leadership roles, individuals must develop resilience, the ability to regain previous (or improved) performance levels after experiencing a difficult or adverse situation, not only personally but also specifically regarding their leadership role.
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