Ding (Lianyungang Seaside Sanatorium, Jiangsu Province, 222042) Book Classification Number of China Library. R 197.7 document identification number b article number 2095-1752 (2012)17-0316-02 leadership does not refer to position and power, nor does it refer to leadership. When a leader influences and changes the attitude and behavior of the leader and achieves or partially achieves the leader's intention, we call this kind of leadership strong, otherwise, this kind of leadership is weak. The strength of leadership is not only the embodiment of the dean's personal quality, but also an extremely important resource that affects the development of nursing homes. The author believes that in order to further enhance the leadership of the dean, we must pay attention to the following four aspects in daily management. First, management should be open to the spiritual world of people. Management should be open to people's spiritual world and "have people in mind". How to do this, the key is that managers respect, liberate, tolerate and develop people. "Openness" is the width and "profundity" is the goal. "Openness" means implementing open, transparent, democratic and harmonious personality measures, striving to form a broad and magnificent personality temperament in sanatoriums, and building a harmonious home for managers, employees and convalescents to develop together. Management should emphasize "three publicity". Management is open to managers. The dean is the soul of the sanatorium, but he is by no means an arbitrary feudal parent. We put forward the management slogan of "one post and one flag" in the team, and paid more attention to the management strategy of "everyone is the master, regardless of each other". Members of the team respect each other, often hold study meetings and democratic life meetings, hold retreats on the development of nursing homes, change the old-fashioned dean's style of "centralized", adhere to "group dance" and not sing "one-man show"; Adhere to the principle and style of making big things smaller. Team members regularly go deep into the department to hold various types of retreats and practical meetings to improve their sense of responsibility and administrative execution. Adhere to the weekly dean's office meeting and administrative office meeting, speak democratically and exchange needed goods. Management is open to employees' thoughts. Workers are the owners of nursing homes, the main body of work and dignified individuals. Managers must give enough respect, and democracy is the best respect. We put forward the concept of "management measures come from employees to employees" and the slogan of "management measures should be managed by everyone". In the process of implementation, the specific details are constantly adjusted according to the requirements of employees until management measures become the spiritual needs of employees. The development planning of sanatoriums needs the participation of employees in discussions, the introduction of rules and regulations of sanatoriums needs the deliberation and approval of workers' congresses, the opinions of employees are solicited on major issues of sanatoriums, and the evaluation of sanatoriums and the recommendation of medical staff to participate in national academic conferences must go through open and democratic procedures. Dean's respect for employees is not only to provide them with opportunities for development and help them develop professionally. We guide employees to make career development plans and create conditions for the development of employees; Invite experts to give lectures, so that employees can interact with experts, broaden their horizons and learn more; Funded by finance, arrange for business backbones to participate in national, provincial and municipal training and arrange for them to go out for further study. And meet the needs of employees' personalized development in different forms. Management is open to people who are recovering. Our hospital is an old sanatorium with a history of more than 30 years. With the modernization of the city and the improvement of people's living standards, the infrastructure of our hospital is far from meeting the needs of convalescents. We use the resources of convalescents to reflect the difficulties of sanatoriums to the provincial party Committee, the provincial government and the provincial CPPCC through various channels. After many efforts, the governor inspected our hospital and decided to allocate 654.38+0.5 billion yuan from the provincial finance for the original reconstruction project of our hospital. At present, the project is progressing smoothly. At the initial stage of planning, we constantly listened to the opinions of experienced leaders and experts among convalescents to make the planning more reasonable. In the process of construction and convalescence, we use the meetings and forums of convalescents to introduce them to the future development plan of sanatorium and let them participate in it. Ask the recuperator for advice on recuperation recipes, health talks, entertainment activities, outdoor travel, etc. According to the different hobbies and professional specialties of convalescents, we also build a platform for convalescents to communicate with each other and show their own values through calligraphy and painting exhibitions, photography exhibitions, speeches on stage, singing on stage, story meetings and special lectures, so that they can feel at home. Second, management should be good at liberating people. The so-called "awakening" is the ideological guidance, and the effective management of the sanatorium by the dean is the guidance of management thought. All human behaviors are dominated by thoughts, and what kind of management thoughts will inevitably lead to what kind of management behaviors. Dean wants to make the staff's work behavior regular, make their role more independent and free to play, and make creativity generate generate, he must go deep into everyone's eyes and awaken their wisdom, and he must tirelessly guide everyone to the correct ideological kingdom. As long as we carefully examine the practice of sanatoriums, it is not difficult to find that the huge gap in the development of sanatoriums seems to be a difference in behavior, but in essence a difference in ideological understanding, that is, a difference in the understanding and understanding of the directors of sanatoriums. The bounden duty of the dean is to "wake up" the staff with a correct understanding and a clear mind, so that the staff can unswervingly follow the correct ideological track. As long as this is achieved, both individual workers and nursing homes will flourish. The dean must not lead the staff to "sleep" in self-righteous "intoxication". The second is "democracy". The so-called "democracy" is to let everyone be their own "master". This "master" is the unity of power and responsibility. True democracy is to provide everyone with a platform to give full play to their talents, to decide their own actions, to make their own decisions, and to be responsible for their actions and decisions. Democracy is not only a method, but also a consciousness. It is a requirement and behavior of "self-discipline" and a kind of outlook on life and values. As a dean, to make the rules and regulations of sanatorium become the rules to implement and guarantee democracy, it is necessary to create an environment for each employee to release their abilities to the maximum extent; Adhere to the principle of "openness, fairness and justice", so that everyone can enjoy the same treatment, get the same opportunities and get the same encouragement and support; Is to create a positive atmosphere, so that everyone has a direction and goal of progress, spiritual liberation, release their potential. Is to create a "self-discipline" mechanism, so that everyone has the motivation to make unremitting efforts. In short, if you let your destiny be in your own hands and decide for yourself, people can and are willing to release the energy of life to the maximum extent. The classified query of periodical articles is in the periodical library. Therefore, the process of management is to "awaken the potential and promote the growth of life; The process of releasing energy and improving the quality of life is also the process of "liberating people" and "self-liberation of people". The third is "strategy". The so-called "strategy" is to grasp the degree and find the breakthrough. Everything in the world is unity of opposites. Too much and too little will make things worse. " Liberating people does not mean that people are not bound, and rules and regulations do not mean that people are not bound, but it does not mean that rules and regulations are not needed; Giving people room for free development and letting everyone do it does not mean that the dean can be a "chop-hand boss"; In today's pluralistic value-oriented society, encouragement and reward are necessary, but it does not mean that education is not criticized. Therefore, management should be "regardless of death, let go and not relax, not demanding, and reward is not mercenary". This requires good management. There is also to find a breakthrough. The management of sanatoriums is to move from imbalance to balance, then break the balance, and then move from new imbalance to new balance, thus promoting the development of sanatoriums. Whether seeking a balance or breaking it, we need to take advantage of the situation and be good at seizing fleeting opportunities and looking for breakthroughs, so as to play a role in making a difference. Third, management should know that management is half science and half art. As the head of a hospital, his management thought is the soul of a sanatorium, where the soul lies, which determines the development direction and destiny of this sanatorium. Management is not only management, but also management. How to manage a sanatorium depends on how to manage it well. Its "management" focuses on: what should be managed and what should not be managed, how to let go of what should not be managed, and learn to give up scientifically in management, so as to get what you want. The root of "reason" lies in a way of giving up: giving up what you get and not giving up; Give up and you will get it, and if you have it, you will give up; Go inside, go inside; Who to give up, who to give up, is full of our usual tedious daily management work, interpreting the story of success or failure. We should adhere to the principle of simple and efficient management. At present, fashion pursues refined management, but some sanatoriums have fallen into a misunderstanding in the pursuit of refined management, making refined management a complex management. Fine management lies not only in how meticulous management is, but also in the "fine" word of management. There is such a story, which gives people deep enlightenment. Once, Edison asked his assistant to measure the volume of a pear-shaped light bulb. When the assistant measures, he holds a ruler for a while, and then uses some complicated mathematical formulas to keep calculating. But a few hours later, he was too busy to figure it out. Edison anxiously picked up the light bulb, filled it with water and handed it to his assistant. He said, "Go and pour the water in the light bulb into the measuring cup, and you will get the answer we need." The assistant suddenly realized: simplicity is efficiency! Learning to simplify the problem is a great wisdom. Giving up science is a spirit, a character, an understanding, a wisdom and a realm. Under the guidance of the management concept of giving up science and everything, the management of our hospital has always grasped the key point of management, making the management of sanatoriums comfortable, appropriate, simple, efficient, relaxed and harmonious, and making the management of sanatoriums more connotative, energetic and energetic. Fourth, management should be free between doing and not doing. Governing by doing nothing is China's ancient philosophy. When applied to the management of modern sanatorium, it is necessary to do it, but it is easy not to do it. Its subtext is trust, waiting, tolerance and openness. Inaction is obviously not inaction and inaction, but a promising artistic blank. If China's ink landscape painting has a deep and shallow Mo Yun imprint, inaction is a vague blank; If doing is a sonorous melody, not doing is a pause in the phrase, a short pause in the movement, and the rhythm is more prominent. Inaction is "rich silence", and silence is better than sound. To exaggerate, grasping and controlling inaction is the wisdom of life that the dean must cultivate and comprehend. When there is harmony between doing and not doing, the management of nursing homes has entered a brand-new order and tacit understanding. As a dean, you can experience the freedom of thought and mind, which is a carefree and comfortable mood. The will and spirit of the dean are transformed into voluntary self-discipline and self-discipline of employees, reaching the realm of freedom. The future is boundless. The dean is the chief designer of the future sanatorium. Where does the sanatorium start and go? This mission can not be shirked and replaced, and it also needs active consciousness and advanced verve, which is the first "act" of the dean. The macro-thinking and strategic planning of sanatorium is exactly what Zhuangzi said in the sentence "Great wisdom is idle and Xiao Zhi is idle". In this regard, the Dean is definitely "promising". 20 1 1 is the first year of the Twelfth Five-Year Plan. After a year of discussion and demonstration, the "Twelfth Five-Year" development plan of sanatorium has been drafted several times and has been successfully implemented. The planning and implementation of capital construction, how to build quality projects and clean projects all require the dean's careful consideration and dedication. Doing nothing. Doing nothing is just waiting patiently and really looking, leaving employees with time for self-reflection, time and space for self-awareness and opportunities for self-renewal. Inaction is an open-minded attitude of being reasonable and knowing how to advance and retreat. Grasping the degree of advance and retreat, especially the understanding of "retreat", will often leave a glimmer of life and hope for the other party, and take a step back. Facing the dazzling honor, the dean should "retire" and give it to the employees, so that the gratitude and sense of accomplishment in the employees' hearts can be transformed into sweat and wisdom of hard work; Facing the opportunity of the exhibition, the dean should "retreat" and push the staff to the center of the most beautiful stage, so that everyone has a chance, everyone can succeed and everyone is excellent; In the face of flashing whispers, the dean should "retire", employing people without doubt, who is in charge, who is in charge, who is responsible, who is determined, and give the leaders in charge 100% respect and trust. This is a proud strategy ... inaction. Laozi said that "Tao always does nothing but does everything", and they form an organic whole in opposition and complementarity, which reveals a profound philosophy from the perspective of "action": the "Tao" in nature has actually nourished thousands of things in the universe and the world without intention and purpose. The dean's "inaction" means not doing anything that violates the management rules, washing away the purity of other thoughts, getting rid of impetuous persistence, being indifferent to utilitarianism and staying away from the bustling silence. "Inaction" is the basis and premise of "inaction", which is the effect of inaction and the supreme realm of omnipotence and invincibility. Dean's "inaction" is the gradual improvement after accurately grasping "inaction", the professional ethics and living conditions of employees after "consciousness", "autonomy", "freedom" and "self-action", the rich culture and profound foundation for the sustainable development of sanatoriums, and the gratifying situation and unlimited prospects for strategic success. Management is the philosophy of management. The change from "doing something" to "doing nothing" and then to "doing nothing without doing anything" is the emergence and evolution of a dean to improve himself, achieve himself and surpass himself, and it is also the cultural attribute and humanistic temperament that a sanatorium can go further. Different people have different views on how to improve the leadership of the dean, which may be difficult to learn and difficult to teach. Grafting and transplanting are not good strategies, which are often caused by the personality, experience and knowledge of a dean. Traditional leadership relies on the role of hard power, while modern leadership mainly relies on the power of soft power. Flexible leadership "praised by leaders" became popular, while implicit leadership "unknown by leaders" came quietly [2]. The author believes that a strong leader must be a people-oriented leader and a leader who cares about value. When we realize that leadership is based on value, we may soon discover the true face of leadership. References [1][2] Liu Feng. A new outlook on leadership. Beijing beijing University Press, September 2005.