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[Correspondence] Medical leadership—from inspiration to education

In his Offline, Richard Horton (July 11, p 120)1 draws attention to the unmet need for leadership acumen within the medical profession. He attributes the challenge to a tendency to focus on fixing leadership weaknesses rather than developing strengths. Playing to an individual’s strengths, he contends, is more likely to result in inspirational leadership. And while Horton rightly argues that accentuating one’s strengths is a good strategy, he stops short of advocating for widely cited competency models now used to design curricula in health leadership.

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