Core Competencies of the Entrepreneurial Leader in Health Care Organizations

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dc.contributor.authorGuo, Kristina L.
dc.date.accessioned2017-03-29T18:40:34Z
dc.date.available2017-03-29T18:40:34Z
dc.date.issued2009
dc.description.abstractThe purpose of this article is to discuss core competencies that entrepreneurial health care leaders should acquire to ensure the survival and growth of US health care organizations. Three overlapping areas of core competencies are described: (1) health care system and environment competencies, (2) organization competencies, and (3) interpersonal competencies. This study offers insight into the relationship between leaders and entrepreneurship in health care organizations and establishes the foundation for more in-depth studies on leadership competencies in health care settings. The approach for identifying core competencies and designing a competency model is useful for practitioners in leadership positions in complex health care organizations, so that through the understanding and practice of these 3 areas of core competencies, they can enhance their entrepreneurial leadership skills to become more effective health care entrepreneurial leaders. This study can also be used as a tool by health care organizations to better understand leadership performance, and competencies can be used to further the organization’s strategic vision and for individual improvement purposes.
dc.format.extent11 pages
dc.identifier.doi10.1097/HCM.0b013e318196de5c
dc.identifier.urihttp://hdl.handle.net/10790/2990
dc.language.isoen-US
dc.publisherWolters Kluwer Health, Inc.
dc.relation.urihttps://doi.org/10.1097/HCM.0b013e318196de5c
dc.subject.lcshCore competencies
dc.subject.lcshEntrepreneurship
dc.subject.lcshLeadership
dc.subject.lcshHealth services administration
dc.titleCore Competencies of the Entrepreneurial Leader in Health Care Organizations
dc.typeArticle
dc.type.dcmiText

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