The U.S. health care system is experiencing a three-pronged revolution involving policy, financial, and political strategies. National discussions of health care policy revolving around financial extremes and ineffectual outcomes are familiar to all and commonly addressed at the national and special interests level. Taking a high-power view, those same discussions are applied many times over on a micro-organizational scale from chief executive officers to physicians, nurses, and laboratory technicians. Along with hospitals and tributary stakeholders, pharmaceutical and medical device companies, too, are profoundly invested in the change management of our health care. Such sweeping change demands logistically nimble and adaptable followers teamed with emotionally intelligent leaders committed to transformational leadership.
Organizations are increasingly scrutinized for both their financial and emotional competence. Indeed in the difficult and unique economic pressures facing organizations, one could argue emotional competence is essential to sustain financial viability.