Topics for exploring Leadership in Healthcare [plus link to reference list - look for the papercl...

1. Emotional intelligence

1.1. Shamshad & Naqi Khan 2021

1.2. Dasborough Etal 2021

1.3. Fabrough & Kay Hart 2008 A Critique

1.4. Antonakis et al 2009

1.5. Boyatzis et al 2002

1.5.1. Boyatzis et al 2017 ESCI

1.6. Maio Metaanalysis 2016

1.7. Walter et al 2012

1.8. EI and TL co-related

1.8.1. Gardner and Stough 2002

1.8.2. Harms and Credé 2010 MetaAnalysis with TL

1.8.3. Issah 2018

1.9. Emotional competence.and wellbeing..? Ciarrochi & Scott 2006

1.10. Murphy 2013

1.10.1. EI is poorly defined/measured

1.10.2. just a new term for old ideas

1.10.3. has made people money/is over hyped/buzzy

1.10.3.1. Lindebaum

1.11. Zeidner 2004 EI in the workplace

1.12. Emre 2021 EI is domesticating

1.13. How do you do EI and what difference does it make?

1.13.1. Emotional display in a crisis

2. Leadership development(?)

2.1. Hanna, A.A., Smith, T.A., Kirkman, B.L. and Griffin, R.W. 2021. The Emergence of Emergent Leadership: A Comprehensive Framework and Directions for Future Research. Journal of Management 47(1), pp. 76–104. doi: https://doi.org/10.1177/0149206320965683 .

2.2. Reflective inventories

2.2.1. Interpreting people and triggering reflection in them

2.2.1.1. Insight's Colour Energies

2.2.1.1.1. Yellow

2.2.1.1.2. Red

2.2.1.1.3. Blue

2.2.1.1.4. Green

2.2.1.1.5. Hippocrates' Four Humours

2.2.2. Critique of self-assessment tools

2.2.2.1. Dunning, D., Heath, C. and Suls, J. M. 2004. Flawed self-assessment: Implications for health, education, and the workplace. Psychological science in the public interest : a journal of the American Psychological Society 5(3), pp. 69-106. doi: 10.1111/j.1529-1006.2004.00018.x

2.2.2.2. Joireman, J. A., III, L. P., & Hammersla, J. (2002). Empathy and the Self-Absorption Paradox: Support for the Distinction Between Self-Rumination and Self-Reflection. Self and Identity, 1(1), 53–65. https://doi.org/10.1080/152988602317232803

2.2.2.3. Karpen S. 2018. The Social Psychology of Biased Self-Assessment. Am J Pharm Educ. 82(5):6299. doi: 10.5688/ajpe6299.

2.3. Moving from individual 'hero' to leader

2.3.1. Maurer, T. J., & London, M. (2018). From Individual Contributor to Leader: A Role Identity Shift Framework for Leader Development Within Innovative Organizations. Journal of Management, 44(4), 1426–1452. https://doi.org/10.1177/0149206315614372

2.3.2. Neagle, P. 2021. Practitioner application: Leadership in healthcare: Transitioning from clinical professional to healthcare leader. Journal of healthcare management/ American College of Healthcare Executives 66(4), pp. 302-303. doi: 10.1097/JHM-D-21-00068

2.4. Learning theory

2.4.1. Transformative Learning - Meizerow

2.4.1.1. in Illeris 2018

2.5. Empathy

2.5.1. Jack & Levit-Jones 2022

3. Ethics and Environmental Sustainability

3.1. Sherman, J.D. et al. 2020. The Green Print: Advancement of Environmental Sustainability in Healthcare. *Resources, Conservation and Recycling* 161, p. 104882. doi: [10.1016/j.resconrec.2020.104882](https://doi.org/10.1016/j.resconrec.2020.104882).

3.2. Tochkin et al 2023 5 lessons for health systems resiliency

4. Bad leadership

4.1. laissez-faire leadership

4.1.1. is it just delegation? Norris et al 2021

4.1.2. Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M.S. and Hetland, H. 2007. The Destructiveness of laissez-faire Leadership behavior. Journal of Occupational Health Psychology 12(1), pp. 80–92. doi: https://doi.org/10.1037/1076-8998.12.1.80 .

4.1.3. Klasmeier, K.N., Schleu, J.E., Millhoff, C., Poethke, U. and Bormann, K.C. 2022. On the destructiveness of laissez-faire versus abusive supervision: a comparative, multilevel investigation of destructive forms of leadership. European Journal of Work and Organizational Psychology 31(3), pp. 406–420. https://doi.org/10.1080/1359432X.2021.1968375.

4.2. Mathieu (2021) Dark Personalities in the Workplace (book)

4.3. Sadler-Smith, E., Akstinaite, V., Robinson, G. and Wray, T. 2017. Hubristic leadership: A review. Leadership 13(5), pp. 525–548. doi: https://doi.org/10.1177/1742715016680666

4.4. Hogan, R. and Hogan, J. (2001), Assessing Leadership: A View from the Dark Side. International Journal of Selection and Assessment, 9: 40-51. https://doi.org/10.1111/1468-2389.00162

4.5. Jacobs, C.M. 2019. Ineffective-Leader-Induced Occupational Stress. SAGE Open 9(2), p. 2158244019855858. https://doi.org/10.1177/2158244019855858

5. Change and Barriers

5.1. Cheraghi, R., Ebrahimi, H., Kheibar, N., & Sahebihagh, M. H. (2023). Reasons for resistance to change in nursing: an integrative review. BMC Nursing, 22(1), 1–9. https://doi.org/10.1186/s12912-023-01460-0

6. Culture and Leadership

6.1. West, M., Lyubovnikova, J., Eckert, R. and Denis, J.-L. 2014. Collective leadership for cultures of high quality health care. Journal of Organizational Effectiveness: People and Performance 1(3), pp. 240–260. doi: 10.1108/JOEPP-07-2014-0039.

6.2. Senot et al. 2016 what is cross-level cooperation like and what facilitates it?

7. Motivation

7.1. 'Public service'

7.1.1. Hameduddin and Engbers 2021

7.2. Mentoring

7.2.1. Bally 2007

7.2.2. Bally, J.M.G. 2007. The role of nursing leadership in creating a mentoring culture in acute care environments. Nurs Econ 25(3), pp. 143–8; quiz 149.

7.3. Leader Talk

7.3.1. Mayfield & Mayfield 2017

7.4. Incentives

7.4.1. Bruni et al 2020

7.4.2. Walk, Zang & Littlepage 2017 Training & Recognition as incentives

7.5. Recognition

7.5.1. Gallus and Frey 2017

7.6. Charisma signaling

7.6.1. Akstinaite, V., Jensen, U.T., Vlachos, M., Erne, A. and Antonakis, J. 2024. Charisma is a costly signal. *The Leadership Quarterly* 35(6), p. 101810. https://doi.org/10.1016/j.leaqua.2024.101810

8. Human dynamics and cohesion

8.1. Incivility

8.1.1. CIPD 2022 [unavailable to non-members :( ]

8.1.2. Collins & Rogers 2017 Growing Concerns With Workplace Incivility

8.1.3. Keller et al 2020 Predictors and triggers of incivility within healthcare teams: a systematic review of the literature

8.1.4. Olsen et al SR 2020

8.1.5. Phan, S. and Hampton, M.D. 2022. Promoting Civility in the Workplace: Addressing Bullying in New Graduate Nurses Using Simulation and Cognitive Rehearsal. Journal for Nurses in Professional Development Publish Ahead of Print. Available at: https://journals.lww.com/10.1097/NND.0000000000000875 [Accessed: 17 November 2022].

8.1.6. Croke 2021 Preventing and addressing incivility in nursing https://doi.org/10.1002/aorn.13486

8.1.7. Arbejdsglaede blog Metcalf 2019

8.1.7.1. https://www.whattheheckisarbejdsglaede.com/

8.2. Conflict

8.2.1. Grubaugh and Flynn 2018 leadership and conflict management Nursing

8.2.2. Almost, J., Doran, D., McGillis Hall, L., & Spence Laschinger, H. 2010. Antecedents and consequences of intra-group conflict among nurses. Journal of Nursing Management, 18: 981-992. https://doi.org/10.1111/j.1365-2834.2010.01154.x

8.2.3. O’Neill, T.A. and McLarnon, M.J.W. 2018. Optimizing team conflict dynamics for high performance teamwork. Human Resource Management Review 28(4), pp. 378–394. https://doi.org10.1016/j.hrmr.2017.06.002

8.3. Hierarchical Challenge

8.3.1. Green et al. 2017 flattening gradients - MaxFax surgeons with some theory of communication

8.3.2. Bould et al 2015 Reluctance to challenge amongst doctors in theatre - qually study

8.3.3. Richmond John G. 2018 Climate of Silence (Thesis)

8.3.4. Tost, L.P., Gino, F. and Larrick, R.P. 2013. When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance. Academy of Management Journal 56(5), pp. 1465–1486. https://doi.org/10.5465/amj.2011.0180.

8.3.5. Van De Mieroop, D., Clifton, J. and Verhelst, A. 2020. Investigating the interplay between formal and informal leaders in a shared leadership configuration: A multimodal conversation analytical study. *Human Relations* 73(4), pp. 490–515.

8.3.5.1. Scherer et al 2019 hierarchies in clinical ethics committees

8.4. Teams

8.4.1. Chang, A., Bordia, P. & Duck, J. 2003. Punctuated equilibrium and linear progression: towards a new understanding of group development. Academy of Management Journal 46(1), pp. 106-117. https://doi.org/10.2307/30040680

8.4.2. In the absence of a leader Endres, S. and Weibler, J. 2020. Understanding (non)leadership phenomena in collaborative interorganizational networks and advancing shared leadership theory: an interpretive grounded theory study. *Business Research* 13(1), pp. 275–309. doi: [10.1007/s40685-019-0086-6](https://doi.org/10.1007/s40685-019-0086-6). https://link.springer.com/article/10.1007/s40685-019-0086-6

8.4.3. Mitchell, R., Gu, J. and Boyle, B. 2024. **Suspicion,** inclusive leadership and team innovation: A motivated information processing approach. *Journal of Business Research* 172, p. 114399. doi: [10.1016/j.jbusres.2023.114399](https://doi.org/10.1016/j.jbusres.2023.114399).

8.4.4. Pethybridge, J. 2004. How team working influences discharge planning from hospital: a study of four multi-disciplinary teams in an acute hospital in England. *Journal of Interprofessional Care* 18(1), pp. 29–41. doi: [10.1080/13561820410001639334](https://doi.org/10.1080/13561820410001639334).

8.5. Ideas promoting cohesion

8.5.1. Robert et al 2017 Schwartz Rounds

8.6. Psychological safety

8.6.1. Remtulla et al 2021 barriers to psychological safety

8.6.2. Ortega et al 2014 The Influence of Change-Oriented Leadership and Psychological Safety on Team Learning in Healthcare Teams

8.6.3. O’Donovan, R. and McAuliffe, E. 2020. A systematic review exploring the content and outcomes of interventions to improve psychological safety, speaking up and voice behaviour. BMC Health Services Research 20(1), p. 101. https://doi.org/10.1186/s12913-020-4931-2.

8.6.4. Edmondson Amy 2019 The Fearless Organisation, Book

8.6.4.1. Article

8.6.5. Ma et al 2021 Servant Leadership, psychological safety and burnout

8.6.6. Newman, A., Donohue. R. & Eva, N. 2017. Psychological Safety: A Systematic Review of the Literature. Human Resource Management Review 27(3), pp. 521-535. https://doi.org/10.1016/j.hrmr.2017.01.001

9. Communication

9.1. Perception/response

9.1.1. Agrylis' internal ladder of perception to response

9.1.1.1. Agrylis 1982 'The executive mind'

9.1.1.2. Pattison, N. and Corser, R. 2022. Compassionate, collective or transformational nursing leadership to ensure fundamentals of care are achieved: A new challenge or non‐sequitur? Journal of Advanced Nursing , p. jan.15202. doi: 10.1111/jan.15202.

9.2. Prosocial voice Richmond 2023

9.3. Getting discomforting news

9.3.1. Lee 2021 and psychological safety

9.4. Emotional display

9.4.1. Schmodde, L. and Wehner, M.C. 2023. Employee reactions to leader emotional display strategies in a crisis situation. *European Management Review* 20(3), pp. 543–560. https://10.1111/emre.12555

10. Leadership styles

10.1. Styles considered and compared

10.1.1. Amitay, M., Popper, M. and Lipshitz, R. 2005. Leadership styles and organizational learning in community clinics. The Learning Organization 12(1), pp. 57–70. https://doi.org/10.1108/09696470510574269

10.1.2. Fischer, T., Dietz, J. and Antonakis, J. 2024. A fatal flaw: Positive leadership style research creates causal illusions. *The Leadership Quarterly* 35(3), p. 101771. doi: [10.1016/j.leaqua.2023.101771](https://doi.org/10.1016/j.leaqua.2023.101771).

10.1.3. Chemers, M.M. 2008. Leadership Effectiveness: An Integrative Review. In: Hogg, M. A. and Tindale, R. S. eds. *Blackwell Handbook of Social Psychology: Group Processes* . Oxford, UK: Blackwell Publishers Ltd, pp. 376–399.

10.1.4. Harris, J. and Mayo, P. 2018. Taking a case study approach to assessing alternative leadership models in health care. British Journal of Nursing 27(11), pp. 608–613. doi: 10.12968/bjon.2018.27.11.608.

10.1.5. Hitch, D., Lhuede, K., Giles, S., Low, R., Cranwell, K. and Stefaniak, R. 2020. Perceptions of leadership styles in occupational therapy practice. Leadership in Health Services 33(3), pp. 295–306. doi: 10.1108/LHS-11-2019-0074.

10.1.6. James, A.H. and Bennett, C.L. 2022. Effective nurse leadership in times of crisis. Nursing Management 29(5). Available at: https://doi.org/10.7748/nm.2020.e1936 [Accessed: 17 November 2022].

10.1.7. Lega, F. and Palumbo, R. 2021. Leading through the ‘new normality’ of health care. Health Services Management Research 34(1), pp. 47–52. doi: 10.1177/0951484820987496.

10.1.8. Sfantou, D.F., Laliotis, A., Patelarou, A.E., Sifaki- Pistolla, D., Matalliotakis, M. and Patelarou, E. 2017. Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. Healthcare 5(4), p. 73. doi: 10.3390/healthcare5040073.

10.1.9. Sørensen, K. et al. 2022. Leadership behaviours and health-related early exit from employment: a prospective cohort study of 55 364 employees. European Journal of Public Health 32(5), pp. 709–715. doi: 10.1093/eurpub/ckac098.

10.1.10. Specchia, M.L., Cozzolino, M.R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W. and Damiani, G. 2021. Leadership Styles and Nurses’ Job Satisfaction. Results of a Systematic Review. *International Journal of Environmental Research and Public Health* 18(4), p. 1552. doi: [10.3390/ijerph18041552](https://doi.org/10.3390/ijerph18041552).

10.2. Assorted 'styles'

10.2.1. Cardiff, S., McCormack, B. and McCance, T. 2018. Person-centred leadership: A relational approach to leadership derived through action research. Journal of Clinical Nursing 27(15–16), pp. 3056–3069. doi: 10.1111/jocn.14492.

10.2.2. Thompson, G. and Glasø, L. 2018. Situational leadership theory: a test from a leader-follower congruence approach. Leadership & Organization Development Journal 39(5), pp. 574–591. doi: 10.1108/LODJ-01-2018-0050.

10.2.3. Leadership as interaction

10.2.3.1. Clifton, J., Larsson, M., & Schnurr, S. (2020). Leadership in interaction. An introduction to the Special Issue. Leadership, 16(5), 511-521. https://doi-org.abc.cardiff.ac.uk/10.1177/1742715020954790

10.2.4. Complexity leadership - Porter O'Grady

10.3. Authentic Leadership

10.3.1. Avolio, B.J. and Gardner, W.L. 2005. Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly 16(3), pp. 315–338. doi: 10.1016/j.leaqua.2005.03.001.

10.3.2. Alilyyani, B., Wong, C.A. and Cummings, G. 2018. Antecedents, mediators, and outcomes of authentic leadership in healthcare: A systematic review. International Journal of Nursing Studies 83, pp. 34–64. doi: 10.1016/j.ijnurstu.2018.04.001.

10.3.2.1. Labrague, L.J., Al Sabei, S., Al Rawajfah, O., AbuAlRub, R. and Burney, I. 2021. Authentic leadership and nurses’ motivation to engage in leadership roles: The mediating effects of nurse work environment and leadership self‐efficacy. Journal of Nursing Management 29(8), pp. 2444–2452. doi: 10.1111/jonm.13448.

10.3.2.2. Nielsen, P.A., Boye, S., Holten, A.-L., Jacobsen, C.B. and Andersen, L.B. 2019. Are transformational and transactional types of leadership compatible? A two-wave study of employee motivation. Public Administration 97(2), pp. 413–428. doi: 10.1111/padm.12574.

10.3.3. Kehan Xiong, Weipeng Lin, Jenny C. Li, and Lei Wang 2016. Employee Trust in Supervisors and Affective Commitment: The Moderating Role of Authentic Leadership. Psychological Reports 118(3), pp. 829–848. doi: 10.1177/0033294116644370.

10.4. Distributed Leadership

10.4.1. Martin, G., Beech, N., MacIntosh, R. and Bushfield, S. 2015. Potential challenges facing distributed leadership in health care: evidence from the UK National Health Service. Sociology of Health & Illness 37(1), pp. 14–29. https://doi.org/10.1111/1467-9566.12171 .

10.4.2. NHS Leadership Model https://www.leadershipacademy.nhs.uk/healthcare-leadership-model/

10.5. Compassionate Leadership

10.5.1. Tomkins, L. and Simpson, P. 2015. Caring Leadership: A Heideggerian Perspective. Organization Studies 36(8), pp. 1013–1031. https://doi.org/10.1177/0170840615580008 .

10.5.2. Tomkins, L. 2021. Caring leadership as Nietzschean slave morality. Leadership 17(3), pp. 278–295. doi: https://doi.org/10.1177/1742715020974910 .

10.5.3. Hougaard, R., Carter, J. and Hobson, N. 2020. Compassionate Leadership Is Necessary -- but Not Sufficient. Harvard Business Review Digital Articles , pp. 2–6.

10.6. Ethical/Values-based leadership

10.6.1. Belschak, F.D., Den Hartog, D.N. and De Hoogh, A.H.B. 2018. Angels and Demons: The Effect of Ethical Leadership on Machiavellian Employees’ Work Behaviors. Frontiers in Psychology 9, p. 1082. https://doi.org/10.3389/fpsyg.2018.01082

10.6.2. Denier, Y., Dhaene, L. and Gastmans, C. 2019. ‘You can give them wings to fly’: a qualitative study on values-based leadership in health care. BMC Medical Ethics 20(1), p. 35. doi: 10.1186/s12910-019-0374-x.

10.6.3. Wang & Sung 2016 Workplace Jealousy and 'citizenship' behaviours in hospitals

10.7. Servant leadership

10.7.1. van Dierendonck, D., & Nuijten, I. (2011). The Servant Leadership Survey: Development and Validation of a Multidimensional Measure. Journal of business and psychology, 26(3), 249–267. https://doi.org/10.1007/s10869-010-9194-1

10.7.2. Schwartz, R.W. and Tumblin, T.F. 2002. The power of servant leadership to transform health care organizations for the 21st-century economy. Arch Surg 137(12), pp. 1419–27; discussion 1427.

10.7.3. Lee, A., Lyubovnikova, J., Tian, A.W. and Knight, C. 2020. Servant leadership: A meta-analytic examination of incremental contribution, moderation, and mediation. *Journal of Occupational and Organizational Psychology * 93(1), pp. 1–44. doi: [10.1111/joop.12265](https://doi.org/10.1111/joop.12265).

10.8. Shared/Collective Leadership

10.8.1. Aufegger, L., Shariq, O., Bicknell, C., Ashrafian, H. and Darzi, A. 2019. Can shared leadership enhance clinical team management? A systematic review. Leadership in Health Services 32(2), pp. 309–335. doi: 10.1108/LHS-06-2018-0033.

10.8.2. Chun-Mei Lv, Li Zhang, 2017 How can collective leadership influence the implementation of change in health care?, Chinese Nursing Research, Volume 4, Issue 4, Pages 182-185, ISSN 2095-7718, https://doi.org/10.1016/j.cnre.2017.10.005

10.8.3. Yu, M., Vaagaasar, A.L., Müller, R., Wang, L. and Zhu, F. 2018. Empowerment: The key to horizontal leadership in projects. International Journal of Project Management 36(7), pp. 992–1006. doi: 10.1016/j.ijproman.2018.04.003.

10.8.4. De Brún, A., O’Donovan, R. and McAuliffe, E. 2019. Interventions to develop collectivistic leadership in healthcare settings: a systematic review. *BMC Health Services Research* 19(1), p. 72. doi: [10.1186/s12913-019-3883-x](https://doi.org/10.1186/s12913-019-3883-x).

10.8.5. Drescher, M.A. Korsgaard, M.A. Welpe, I.M. Picot, A. and Wigand, R.T. 2014. The dynamics of shared leadership: Building trust and enhancing performance. Journal of Applied Psychology 99(5), pp. 771–783. doi: 10.1037/a0036474

10.8.6. West, M., Eckert, R., Steward, K. and Pasmore, B. 2014. Developing collective leadership for health care. London: The Kings Fund., p. 36. Available at: https://www.kingsfund.org.uk/publications/developing-collective-leadership-health-care [Accessed: 23 February 2023]

10.9. Transformational Leadership

10.9.1. Beckett, P., Field, J., Molloy, L., Yu, N., Holme, D. and Pile, E. 2013. Practice what you preach: developing person-centred culture in inpatient mental health settings through strengths-based, transformational leadership. Issues in Mental Health Nursing 34(8), pp. 595-601. doi: 10.3109/01612840.2013.790524

10.9.2. Boamah, S. A., Laschinger, H. K., Wong, C. and Clarke, S. 2018. Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing Outlook 66(2), pp. 180-189. doi: 10.1016/j.outlook.2017.10.004

10.9.3. Collins, E., Owen, P. Digan, J. and Dunn, F. 2020. Applying transformational leadership in nursing practice. Nursing Standard 35(5), pp. 59-66. doi: 10.7748/ns.2019.e11408

10.9.4. Lai, F.-Y., Tang, H.-C., Lu, S.-C., Lee, Y.-C. and Lin, C.-C. 2020. Transformational leadership and job performance: The mediating role of work engagement. SAGE Open 10(1). Available at: https://journals.sagepub.com/doi/10.1177/2158244019899085

10.9.5. Lin, S.-H. (Joanna), Scott, B.A. and Matta, F.K. 2019. The dark side of transformational leader behaviors for leader themselves: A conservation of resources perspective. Academy of Management Journal 62(5), pp. 1556–1582.

10.9.6. Tourish, D., & Pinnington, A. (2002). Transformational leadership, corporate cultism and the spirituality paradigm: An unholy trinity in the workplace? Human Relations, 55(2), 147-172.

10.10. Transactional Leadership

10.10.1. Dong, B. 2023. A Systematic Review of the **Transactional Leadership** Literature and Future Outlook. Academic Journal of Management and Social Sciences 2(3), pp. 21–25. Available at: https://drpress.org/ojs/index.php/ajmss/article/view/7972/7762 .

10.10.2. Hussain, S.T., Abbas, J., Lei, S., Jamal Haider, M. and Akram, T. 2017. Transactional leadership and organisational creativity: Examining the mediating role of knowledge sharing behavior. Nisar, T. ed. Cogent Business & Management 4(1). Available at: https://www.tandfonline.com/doi/full/10.1080/23311975.2017.1361663 .

10.10.3. Khalid, M., Firdos, F., Robin, R., Rafique, R. and Asif, M. 2021. Perception of Transformational and Transactional Leadership Behavior Among Staff Nurses in A Private Hospital. NURSEARCHER (Journal of Nursing & Midwifery Sciences) 1(1), pp. 12–17. doi: https://doi.org/10.54393/nrs.v1i01.7 .