Most physician leaders assume their administrative role based on past achievements but with very little leadership training. In this article, leaders of the Association of Pulmonary, Critical Care and Sleep Division Directors describe two leadership skills that are often required to effectively lead in a clinical division at an academic or community hospital setting: leading change and negotiation strategy. We adopted our discussion from the business sector and refined the approaches through our own experiences to help division leaders in leading a successful team, whether as a division chief, residency or fellowship program director, or a clinical service director. Leading any change project may include an 8-step process, starting with creating a sense of urgency and completing with anchoring the change to the organizational culture. We then review negotiation strategies, comparing positional bargaining vs. principled negotiation, in order to create more changes and continuing growth for the division. Finally, we discuss the importance of emotional intelligence, exemplary leadership practices, and self-development that the division leader should embrace.

中文翻译：

---

临床医学部门领导的领导变革和谈判策略

大多数医师领导者根据过去的成就承担他们的行政职责，但很少接受领导力培训。在本文中，肺病、重症监护和睡眠部门主任协会的领导描述了在学术或社区医院环境中有效领导临床部门通常需要的两种领导技能：领导变革和谈判策略。我们采纳了来自业务部门的讨论，并通过我们自己的经验完善了方法，以帮助部门领导领导一个成功的团队，无论是作为部门主管、住院医师或奖学金项目主管，还是临床服务主管。领导任何变革项目都可能包括 8 个步骤，从营造紧迫感开始，最后将变革锚定到组织​​文化中。然后，我们审查谈判策略，比较立场谈判与原则谈判，以便为部门创造更多变化和持续增长。最后，我们讨论了情商、模范领导实践和部门领导应该接受的自我发展的重要性。