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Klinisk Biokemi i Norden · 1 2018
years leading to exhaustion and resistance to changes.
A new dynamic stable (a new homeostasis) is needed
for the organizations to know themselves and their
contribution to the value stream and to consolidate
in order to deliver predictable and stable produc-
tion. According to Professor Brinkmann S, we need
to be more resistance to change (7). In “Stå fast”, he
advocates for a more critical attitude to bring your
“NO”-hat to work. To take root, define your tasks,
question the direction of the changes and the reason
behind the formulated change before just accept-
ing the change. I would say that he advocates for a
more scientific approach to changes. What would
the change bring? And is it needed according to our
goals and directions?
I must admit I wasn´t that thoughtful when I
took the first steps on the route of management and
leadership. Actually I didn´t consider these words
entering the medical school or later when becoming
a senior-doctor on duty. I was more focused on a per-
sonal ambition of becoming a very skilled doctor. I
was just performing “me” by intuition and not being
conscious of my role. I was just taking on responsi-
bilities and probably performing informal leadership,
without being aware of it, and being very annoying
for the heads of the departments. However, the col-
laboration with the staff of the Army Combat School
in the Camp of Oksbøl in Denmark during my PhD
opened my eyes for leadership and followership and
showed me what an amateur I had been.
Five things about the management and leader-
ship of this type of organization were very obvious:
A) Strong and visual leadership. In the Army the
expected “top-down” leadership is visualized in
their uniforms and decorations of rank. The lines of
command are trained and well known, respected and
accepted and the communication being commands
and responses used are very precise. B) Excellent pro-
cess management. Complete control of the processes
through a thorough and systematic planning with no
detail too small to focus on. C) Honesty. Anything
else not accepted. If you don’t have an answer to a
question, just say so, don’t go around the subject. If
we don’t have an answer, we will need to seek for an
answer before we are in combat and it is too late to
figure it out. The lack of honesty is firmly corrected
immediately. D) Feedback communication – a direct
feedback is given every time an order is accepted and
understood. Very scaring in the beginning of our col-
laboration when asking for a ventilator and receiving
a firm and loud “yes sir”, but I was not doubting that
the order was understood and that I would receive
the ventilator. E) Strong (100%) commitment and
followership, and this make perfect sense thinking
about the contexts of their work.
What does it take to become a good leader
• Neuroticism
• Extroversion
• Openness
• Aggreableness
• Conscientiousness
• Honesty
• Delegate
• Communication
• Confidence
• Commitment
• Positive attitude
• Creativity
• Intuition
• Inspiration
• Custumized
approach
• Economic
resourcefullness
• Strategic zoom
• Empathy and
respect
• Passion for
performance
• Manifold velue
creating relations
• Constructive
confrontation
• Serene authority
and authenticity
Five factor theory
Top 10 qualities
The seven
competences
Education + Knowledge
+ Personal
skills
Good/excellent leader
Figure 1
