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Health care leadership requires decisiveness, confidence and a deep knowledge base that spans any number of constantly evolving, technically complex and abstract principles. And amid the pressure to access and harness it all in a meaningful fashion, good leaders have the responsibility to know how to get the best out of the team they’re overseeing.

In every social encounter, there’s an opportunity to connect, and a risk of miscommunication and of being misunderstood. Social interactions carry the weight and differences of class, race, gender and sexuality, age, and ability level between speakers. 

Leaders in the medical imaging space tend to fall into one of two categories. The first are former technologists. Passionate about their work, but often promoted into management roles without any formal leadership training, the tone set in their departments typically begins and ends with their own inclinations and personal experiences from years spent in the field.