Porter and Mc Laughlin (2006) suggest that there has always been an argument about the context of leadership being like the weather, noticed only at times and superficially talked about; there has been a tremendous change in how contexts can shape leadership roles. Burns wrote: “leadership is one of the most observed and least understood phenomena on earth”.
Healthcare sector is a highly complex environment; enfolding different departments, nonlinear communication and interactions, varied professional groups, various specialities and having to work with constraints such as budget, demography, politics, multidirectional goals, intricate subcultures and cultural webs, conflicting visions, and healthcare thrives in complexity. The challenges healthcare leaders face is the diversity within organisations and encouraging the members towards shared goals; utilizing resources and to design and manage within defined constraints; and adopting new changes within the healthcare domain.
Indian healthcare bills have in recent times brought about series of changes within many facets of the healthcare. There have been tremendous changes in political, social, economical, technological and ecological aspects which have impacted the healthcare delivery and pose complex cross-cutting problems. This implies that the government and the healthcare leaders need to keep an eye on the ever-changing external environment and interpret these changes to give a sense of direction.
Dr Pallavi Hoskote,