{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,9,29]],"date-time":"2026-09-29T08:58:24Z","timestamp":1790672304893,"version":"4.1.0"},"reference-count":8,"publisher":"Wiley","license":[{"start":{"date-parts":[[2026,9,29]],"date-time":"2026-09-29T00:00:00Z","timestamp":1790640000000},"content-version":"vor","delay-in-days":0,"URL":"http:\/\/onlinelibrary.wiley.com\/termsAndConditions#vor"},{"start":{"date-parts":[[2026,9,29]],"date-time":"2026-09-29T00:00:00Z","timestamp":1790640000000},"content-version":"tdm","delay-in-days":0,"URL":"http:\/\/doi.wiley.com\/10.1002\/tdm_license_1.1"}],"content-domain":{"domain":["shmpublications.onlinelibrary.wiley.com"],"crossmark-restriction":true},"short-container-title":["Journal of Hospital Medicine"],"abstract":"<jats:title>Abstract<\/jats:title>\n                  <jats:p>Amid unprecedented volatility, sociopolitical upheaval, and organizational strain, traditional leadership approaches are proving insufficient in healthcare. Drawing on complexity science and grounded in relational, values\u2010anchored practice, this Perspective proposes a Leader's Compass, with five orienting principles (Courage, Credibility, Curiosity, Communication, and Community), to help clinicians and institutions sustain teams, rebuild trust, and harness disruption as a catalyst for constructive change. Rather than promising control over chaos, the Compass reframes current instability as a bifurcation point: a rare moment of systemic plasticity from which more resilient, equitable, and adaptive institutions can emerge.<\/jats:p>","DOI":"10.1002\/jhm.70497","type":"journal-article","created":{"date-parts":[[2026,9,29]],"date-time":"2026-09-29T08:03:58Z","timestamp":1790669038000},"update-policy":"https:\/\/doi.org\/10.1002\/crossmark_policy","source":"Crossref","is-referenced-by-count":0,"title":["The leader's compass: Reimagining leadership in chaotic times"],"prefix":"10.1002","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-6021-2027","authenticated-orcid":false,"given":"Sarah K.","family":"Wood","sequence":"first","affiliation":[{"name":"Harvard Macy Institute, Harvard Medical School Boston Massachusetts USA"}],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0001-6576-4560","authenticated-orcid":false,"given":"Nancy D.","family":"Spector","sequence":"additional","affiliation":[{"name":"Department of Pediatrics, Executive Leadership in Academic Medicine\u00ae (ELAM) Drexel University College of Medicine Philadelphia Pennsylvania USA"}],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"311","published-online":{"date-parts":[[2026,9,29]]},"reference":[{"issue":"19","key":"e_1_2_6_2_1","doi-asserted-by":"crossref","first-page":"1873","DOI":"10.1056\/NEJMp2502493","article-title":"The power of physicians in dangerous times","volume":"392","author":"Chen AT","year":"2025","journal-title":"N Engl J Med"},{"key":"e_1_2_6_3_1","unstructured":"FletcherA GainesTL LoneyB.How to be a better leader amid volatility uncertainty complexity and ambiguity. 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