{'fraction_non_alphanumeric': 0.019313304721030045, 'fraction_numerical': 0.0, 'mean_word_length': 5.768115942028985, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Unique qualities define successful healthcare leaders.

The complexity, structure, pace of change and distribution of authority in healthcare institutions make them radically different in terms of leadership required than businesses, the military or the government. With multiple internal and external stakeholders, the perception of leadership may be as important as its actual quality, making it much more difficult to define, evaluate and replicate in healthcare.