BMJ Leader

BMJ Leader is a quarterly, online-only journal from BMJ Publishing Group that treats leadership, management and improvement in health care as subjects worth studying in their own right, launched in 2017.《BMJ 领导力》由 BMJ Publishing Group 出版，2017 年创刊，季刊，只在网络发行，把医疗领域的领导、管理与改进本身当作值得单独研究的题目。

Readers are clinicians who hold budget or board responsibility and the researchers who study how they work, and the 2025 Journal Citation Reports place the title at Q2, 97th of 194.读者是握有预算或董事责任的管理者，以及研究这类工作的学者，2025 年期刊引证报告把本刊列入 Q2，位次是 194 种期刊中的第 97 位。

Scope

• The stated aim is to raise the quality of leadership across health systems by publishing work that a clinical director can act on within the following month.宗旨写明要抬升整个卫生系统的领导质量，所刊文章须让一位临床主任在随后一个月内就能照着做。
• Leadership practice sits at the centre: behaviours, followership, the working of executive teams, and the unglamorous craft of running a meeting that reaches a decision and then holds.领导实践居于中心位置，行为方式，追随者关系，高管团队的运转，以及把会议开到能作出决定并落实的那份不起眼的手艺。
• Quality improvement and patient safety appear as leadership duties rather than as projects delegated sideways, taking in measurement, reliability, incident review and the culture that lets staff speak up.质量改进与患者安全被当作领导职责来写，涉及测量、可靠性以及事件复盘，也涉及让员工敢于开口的那层文化，不被视为可以转手委派的项目。
• Strategy and change take in service reconfiguration, mergers between trusts, transformation programmes and the long middle stretch in which announced savings have to become real ones that patients can feel.战略与变革涵盖服务重配、机构合并与转型计划，还包括公告里的节支承诺必须变成患者能感受到的实际改变那段漫长中段。
• Workforce questions get steady room: staff engagement scores, burnout, retention, rostering, and the pay and recognition disputes that pull clinical teams apart in the middle of a staffing crisis.人员议题占去稳定篇幅，员工投入度调查，职业倦怠，留任与排班，还有在人力紧缺时把临床团队撕开的薪酬与认可争执。
• Leadership development is treated as an educational problem too, covering curricula for trainees, coaching, mentoring, appraisal conversations and the awkward transition from expert clinician to uncertain manager.领导力培养也按教育问题来处理，包含受训者的课程、辅导与导师制、考评谈话，以及从熟练临床医生到心里没底的管理者这一转变。
• Equity runs through the remit: who reaches senior posts, how women and minority ethnic clinicians fare in appointment rounds, and what inclusion looks like once they arrive.公平问题贯穿宗旨，谁能够走到高位，女性与少数族裔临床医生在聘任环节的际遇，以及他们到位之后包容究竟长什么样。
• Governance and accountability are handled with the same seriousness: board papers, regulation, professional standards, complaints handling and the duty of candour that follows harm to a patient.治理与问责同样写得实在，董事会文件，监管，职业标准，投诉处理，以及患者受到伤害之后的坦诚义务。
• Digital leadership has grown into a heading of its own, taking in informatics roles, artificial intelligence procurement, data governance and the remote consultations that outlived the pandemic.数字化领导已自成一类，涵盖信息学岗位、人工智能采购、数据治理，以及疫情之后留下来的远程门诊。
• Money appears without apology: productivity, cost improvement plans, capital bids and the arithmetic that decides whether a ward keeps its night staff through the next financial year.钱的问题不回避，生产率、成本改进计划、资本申请，还有决定一个病区能否留住夜班人手的下一年度预算算术。
• Global work is welcome, with submissions from low and middle income countries, humanitarian settings and district hospitals where a single manager carries several clinical portfolios at once.国际来稿一并欢迎，低收入与中等收入国家，人道救援场景，以及一位管理者同时兼管几摊事务的县医院，都在其中。
• Patients are not left out of the frame: co-production, patient leaders on committees and shared decision making are treated as practical tests of whether leadership is real.患者没有被排除在视野之外，共同生产，委员会里的患者代表与共享决策，都被用来检验领导究竟是真是假。
• Method is left open, so qualitative interviews, ethnography, case studies, realist evaluation, survey work and mixed designs all find a home provided the question is about leading.方法不限一种，深度访谈、民族志、案例研究、现实主义评估，以及问卷与混合设计都能找到位置，前提是所问的问题与领导有关。
• Community and primary care settings get equal billing, since most clinical leadership happens in general practice, community trusts and small district hospitals rather than in teaching centres.社区与初级保健享有同等分量，临床领导大多发生在全科诊室、社区医疗集团与小型县医院，而不在大型教学中心。
• Crisis leadership is a recurring subject, from pandemic command structures and emergency response to the slower emergencies of waiting lists and workforce shortages that never quite reach the news.危机中的领导是反复出现的题目，从大流行的指挥架构与应急响应，到候诊名单与人手短缺这类上不了头条的慢危机。

History

• Volume 1, number 1 appeared in 2017 from BMJ Publishing Group in London, issued online only, which is why the title carries an electronic ISSN and no print number at all.第 1 卷第 1 期于 2017 年由伦敦的 BMJ Publishing Group 印行，只在线上发行，本刊因此只有电子 ISSN，没有印刷版号。
• It arrived into a publishing list built around quality and safety, alongside BMJ Quality and Safety, a title co-owned with the Health Foundation and long linked to the Institute for Healthcare Improvement.它落进一份围绕质量与安全搭好的刊物清单，旁边那本 BMJ Quality & Safety 由 Health Foundation 与 BMJ 共同持有，长期与国际改进机构相连。
• Four issues have come out in every single year since the beginning, one volume at a time, and a supplement was added in 2023 alongside the regular numbers.自创刊起每年固定出四期，一年一卷，2023 年在常规各期之外另加了一册增刊。
• Volume numbers drift a little against the calendar, because the 2025 issues straddle volumes nine and ten, while both 2026 numbers published so far, issues one and three, belong to volume ten.卷号与年份略有错位，2025 年的各期跨第 9 卷与第 10 卷，2026 年已出的第 1、3 期都编在第 10 卷。
• PubMed and MEDLINE both took the journal up at volume 6, number 1, in March 2022, roughly five years after the first issue had gone live without either service listing it.PubMed 与 MEDLINE 都从 2022 年 3 月的第 6 卷第 1 期起收录，此时距创刊号上线已过去约五年，此前两个数据库都没有把它列入。
• Web of Science keeps it in the Emerging Sources Citation Index rather than the Science Citation Index Expanded, a placement that still decides how some appointment panels read a candidate.在科睿唯安的引文索引体系里，本刊归入 Emerging Sources Citation Index，尚未进入 Science Citation Index Expanded，这一位置至今影响部分聘任委员会对候选人的判断。
• Citation impact has swung rather than climbed, the annual figure falling from 1.7 in 2023 to 1.3 in 2024 and then recovering to 2.4 in 2025, where the five-year value now also sits.被引表现有起有落，年度影响因子从 2023 年的 1.7 降到 2024 年的 1.3，2025 年回升至 2.4，五年影响因子同样站在这条线上。
• Scale stays small by design, since the 2025 window counted 63 citable items against 718 citations in total, with a cited half-life of 3.8 years that suits a field of fast-moving fashions.规模按体例压得不大，2025 年被引窗口内可被引文献 63 篇，累计被引 718 次，3.8 年的被引半衰期与一个风向变得很快的领域相称。
• Roughly a third of recent papers, 31.87 per cent, were published gold open access, so the title is neither a closed subscription journal nor a fully open one.近年约三分之一即 31.87% 的文章以金色开放获取发表，本刊既不是纯订阅刊，也不是完全开放获取刊。
• The title itself has never been renamed, and the National Library of Medicine abbreviates it as BMJ Lead, one of the shorter forms in the BMJ stable.刊名从未改动，美国国家医学图书馆给它的缩写是 BMJ Lead，在 BMJ 系列里算是短的一个。
• Articles now appear continuously under identifiers such as leader-2026-001541, which are allocated before an issue is assembled, so readers can begin months ahead of the collected number.文章现在连续上线，先给出编号，等一期凑齐才汇编成册，读者因此可以早几个月读到。
• That rhythm marks how far medical leadership has moved from an informal apprenticeship into a subject with its own journals, its own vocabulary and its own peer review.这一节奏也标出医学领导力走出的距离，从口耳相传的学徒式学习，变成一个有自己的刊物、自己的词汇与自己的同行评审的题目。

Editors

• Amar Shah holds the editor-in-chief post. He is a consultant forensic psychiatrist and also chief quality officer at East London NHS Foundation Trust, where he leads board-level work on quality.主编是 Amar Shah，他既是司法精神科顾问医生，也是英格兰 East London NHS Foundation Trust 的首席质量官，在董事会层面主持质量工作。
• He combines that trust role with a senior national one, serving as clinical director for improvement at NHS England and sitting on the National Improvement Board there.他同时兼着一个全国性职务，在 NHS England 担任改进方向的临床主任，并在该机构的全国改进委员会中任职。
• Outside England he advises the Belgian improvement body PAQS, and he belongs to the Health Foundation's Q advisory board, which places him inside the improvement networks the journal writes about.在英格兰之外，他为比利时的改进机构 PAQS 提供咨询，也是 Health Foundation 旗下 Q 咨询委员会的成员，本刊所写的那些改进网络因此就在他身边。
• Having an improvement lead as editor sets the tone. Papers are read for what a ward manager could borrow, not only for what a methods referee would pass.由一位改进工作的负责人来当主编，刊物的调子由此定下，文章先看病区经理能借走什么，方法学上是否无懈可击排在后面。
• Every submission is screened in-house before any reviewer is approached, and work judged outside the remit is returned quickly, often within days, so that authors can place it elsewhere.每份稿件先由编辑部内部初筛，之后才去找审稿人，判定不属于本刊范围的会在几天内退回，作者好另投别处。
• Reports come back with a decision letter, and revised manuscripts usually return to the reviewers who raised the objection, which keeps a single paper from being judged twice by strangers.审稿意见随决定信一并返回，修回的稿件通常还给当初提出异议的审稿人，同一篇文章不至于被两批陌生人各判一次。
• Four kinds of paper dominate the contents: original research, reviews that assemble a scattered literature, analysis and commentary pieces, and first-person accounts from people holding senior posts.常设四类文章，原创研究，把散落文献收拢起来的综述，分析与评论，以及身处高位者写的第一人称回顾。
• Because the readership includes people who commission services, authors are asked to say plainly what changed in practice and what evidence would convince a sceptical finance board.读者里有负责购买服务的人，作者因此被要求直说实践中改动了什么，以及什么样的证据能说服一个存疑的财务委员会。
• Standard BMJ policies travel with the title, covering competing interests, ethics approval, patient consent and data sharing, and authors declare these at submission rather than on request.BMJ 的通用政策一并适用，涉及利益冲突、伦理批准、患者同意与数据共享，作者在投稿时就要声明，不必等到被追问。
• Editorials and themed collections are commissioned to frame a subject before unsolicited research arrives, and one supplement in 2023 appeared alongside the four regular numbers, which lets editors set part of the agenda.社论与专题组稿多为约稿，用来在自由来稿到达之前先把一个题目框出来，2023 年那册增刊与常规四期并行，编辑因此能自己定下一部分议程。
• Manuscripts are handled through BMJ's online submission system, and the journal's author pages set out the formats, the reporting standards expected and the contact details for the editorial office.稿件经 BMJ 的在线投稿系统流转，刊物作者页上写着各体裁的格式、须遵循的报告规范，以及编辑部的联系方式。