Abstract
Leadership is a crucial component to the success of academic health science centers (AHCs) within the shifting U.S. healthcare environment. Leadership talent acquisition and development within AHCs is immature and approaches to leadership and its evolution will be inevitable to refine operations to accomplish the critical missions of clinical service delivery, the medical education continuum, and innovations toward discovery. To reach higher organizational outcomes in AHCs requires a reflection on what leadership approaches are in place and how they can better support these missions. Transactional leadership approaches are traditionally used in AHCs and this commentary suggests that movement toward a transformational approach is a performance improvement opportunity for AHC leaders. This commentary describes the transactional and transformational approaches, how they complement each other, and how to access the transformational approach. Drawing on behavioral sciences, suggestions are made on how a transactional leader can change her cognitions to align with the four dimensions of the transformational leadership approach.
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Patrick O. Smith declares that he has no conflict of interest.
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Smith, P.O. Leadership in Academic Health Centers: Transactional and Transformational Leadership. J Clin Psychol Med Settings 22, 228–231 (2015). https://doi.org/10.1007/s10880-015-9441-8
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DOI: https://doi.org/10.1007/s10880-015-9441-8