Leadership and Human Resource Management



Leaders can be considered as artists who use intuition to navigate their way through chaos (Zalenzik, Harv Bus Rev 55:67–78, 1977). The content of this chapter is intelligent leadership in the field of healthcare. The basic argument in this chapter is that traditional leadership paradigms do not suffice anymore in intelligent healthcare organisations. Intelligent people—like doctors, nurses, psychologists, social workers and other healthcare professionals—are a unique breed. They, for instance, wish that leaders would appreciate their achievements and performance at work. Intelligent people quite often have the ability to find environments and challenges that motivate them. Intelligent organisations emphasise especially strategic personnel management, which is transformative and focusses on the growth of individual expertise, motivational aspects and continuous learning. Leading intelligent people is based on dynamic philosophy. The leader’s role is to point the direction, act as a coach and develop the personnel. This approach challenges and confronts the contemporary models of clinical leadership of healthcare in multiple ways. Consequently, leadership in intelligent organisations demands the ability to build up collective trust in organisations. The working community is important for intelligent people. Through collective-based leadership actions, it is possible to strengthen the ability to work for common objectives. Trust, on the other hand, is necessary so that workers are ready to share their expertise and have the courage to develop their operations despite the possibility of errors. Intelligent healthcare organisations have the ability to make adaptive changes in complex environments. Leaders have an essential role in successful change management.


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Copyright information

© Springer International Publishing AG 2018

Authors and Affiliations

  1. 1.The Finnish Innovation Fund SITRAHelsinkiFinland
  2. 2.School of ManagementUniversity of TampereTampereFinland

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