Topics for exploring Leadership in Healthcare [plus link to reference list - look for the papercl...
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1. Emotional intelligence
1.1. Antonakis et al 2009
1.2. Boyatzis et al 2002
1.2.1. Boyatzis et al 2017 ESCI
1.3. Bru-Luna, L.M., Martí-Vilar, M., Merino-Soto, C. and Cervera-Santiago, J.L. 2021. Emotional Intelligence Measures: A Systematic Review. *Healthcare * 9(12), p. 1696. https://doi.org/10.3390/healthcare9121696
1.4. Emotional competence.and wellbeing..? Ciarrochi & Scott 2006
1.5. Dasborough Etal 2021
1.6. Emre 2021 EI is domesticating
1.7. Fabrough & Kay Hart 2008 A Critique
1.8. Fiori, M. and Vesely-Maillefer, A.K. 2018. Emotional Intelligence as an Ability: Theory, Challenges, and New Directions. In: Keefer, K. V., Parker, J. D. A., and Saklofske, D. H. eds. Emotional Intelligence in Education: Integrating Research with Practice. Cham: Springer International Publishing, pp. 23–47. https://doi.org/10.1007/978-3-319-90633-1_2
1.9. Gilar-Corbi, R., Pozo-Rico, T., Sánchez, B. and Castejón, J. 2018. Can Emotional Competence Be Taught in Higher Education? A Randomized Experimental Study of an Emotional Intelligence Training Program Using a Multimethodological Approach. Frontiers In Psychology. 9, pp. 1 – 11. https://doi.org/10.3389/fpsyg.2018.01039
1.10. Maio Metaanalysis 2016
1.11. Murphy 2013
1.11.1. EI is poorly defined/measured
1.11.1.1. Cherry, M.G., Fletcher, I., O’Sullivan, H. and Dornan, T. 2014. Emotional intelligence in medical education: a critical review. *Medical Education* 48(5), pp. 468–478. https://doi.org/10.1111/medu.12406
1.11.1.2. O’Connor, P., Hill, A., Kaya, M. and Martin, B. 2019. The Measurement of Emotional Intelligence: A Critical Review of the Literature and Recommendations for Researchers and Practitioners. Frontiers in Psychology. 10, pp. 1 – 19. https://doi.org/10.3389/fpsyg.2019.01116
1.11.2. just a new term for old ideas
1.11.3. has made people money/is over hyped/buzzy
1.11.3.1. Lindebaum
1.12. Shamshad & Naqi Khan 2021
1.13. Walter et al 2012
1.14. EI and TL co-related?
1.14.1. Gardner, L. and Stough, C. 2002. Examining the relationship between leadership and emotional intelligence in senior level managers. Leadership & Organization Development Journal 23(2), pp. 68-78. https://doi.org/10.1108/01437730210419198
1.14.2. Harms and Credé 2010 MetaAnalysis with TL https://doi.org/10.1177/1548051809350894
1.14.3. Issah, M. 2018. Change Leadership: The Role of Emotional Intelligence https://doi.org/10.1177/2158244018800910
1.15. Zeidner 2004 EI in the workplace
1.16. How do you do EI and what difference does it make?
1.16.1. 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. Bond, C., Plotkin, L., Stacey, G. and Westwood, G. 2024. Nurses’ and midwives’ perception of the leadership skills and attributes required of future leaders. British Journal of Nursing 33(20), pp. 984–992. doi: https://doi.org/10.12968/bjon.2024.0142
2.3. Development...?
2.3.1. Bond, C., Stacey, G., Charles, A., Westwood, G. and Hearn, D. 2022. In Nightingale’s footsteps: A qualitative analysis of the impact of leadership development within the clinical learning environment. *Journal of Nursing Management * 30(7), pp. 2715–2723. https://doi.org/ [10.1111/jonm.13732](https://doi.org/10.1111/jonm.13732)
2.3.2. McDonald, R. 2014. Leadership and Leadership Development in Healthcare Settings – A Simplistic Solution to Complex Problems? *International Journal of Health Policy and Management* 3(5), pp. 227–229. [https://doi.org/10.15171/ijhpm.2014.101 ](https://doi.org/10.15171/ijhpm.2014.101)
2.3.3. Moving from individual 'hero' to leader
2.3.3.1. 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
2.3.3.2. 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
2.3.4. Crook, N., Alakavuklar, O.N. and Bathurst, R. 2021. Leader, “know yourself”: bringing back self-awareness, trust and feedback with a theory O perspective. Journal of Organizational Change Management, 34(2), pp. 350-365. doi: https://doi.org/10.1108/JOCM-05-2020-0131
2.4. Reflective inventories
2.4.1. Interpreting people and triggering reflection in them
2.4.1.1. Insight's Colour Energies
2.4.1.1.1. Yellow
2.4.1.1.2. Red
2.4.1.1.3. Blue
2.4.1.1.4. Green
2.4.1.1.5. Hippocrates' Four Humours
2.4.2. Critique of self-assessment tools
2.4.2.1. 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
2.4.2.2. 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
2.4.2.3. Karpen S. 2018. The Social Psychology of Biased Self-Assessment. Am J Pharm Educ. 82(5):6299. doi: 10.5688/ajpe6299.
2.5. Learning theory
2.5.1. Transformative Learning - Meizerow
2.5.1.1. in Illeris 2018
2.6. Empathy
2.6.1. 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. 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.
4.1.2. is it just delegation? Norris et al 2021
4.1.3. 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 .
4.2. Harms, P.D., Credé, M., Tynan, M., Leon, M. and Jeung, W. 2017. Leadership and stress: A meta-analytic review. The Leadership Quarterly 28(1), pp. 178–194. https://doi.org/10.1016/j.leaqua.2016.10.006
4.3. 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
4.4. Jacobs, C.M. 2019. Ineffective-Leader-Induced Occupational Stress. SAGE Open 9(2), p. 2158244019855858. https://doi.org/10.1177/2158244019855858
4.5. Lavoie-Tremblay, M., Fernet, C., Lavigne, G.L. and Austin, S. 2015. Transformational and abusive leadership practices: impacts on novice nurses, quality of care and intention to leave. Journal of Advanced Nursing, 73 (3), pp. 582-592. https://doi.org/10.1111/jan.12860
4.6. Mathieu (2021) Dark Personalities in the Workplace (book)
4.7. Sadler-Smith, E., Akstinaite, V., Robinson, G. and Wray, T. 2017. Hubristic leadership: A review. Leadership 13(5), pp. 525–548. https://doi.org/10.1177/1742715016680666
5. Change and Barriers
5.1. Aarons, G.A., Hurlburt, M. and Horwitz, S.M. 2011. Advancing a Conceptual Model of Evidence-Based Practice Implementation in Public Service Sectors. Administration and Policy in Mental Health and Mental Health Services Research 38(1), pp. 4–23. https://doi.org/10.1007/s10488-010-0327-7 .
5.2. Celebi Cakiroglu, O., Ulutas Hobek, G. and Harmanci Seren, A.K. 2022. Nurses’ views on change management in health care settings: A qualitative study. *Journal of Nursing Management * 30(2), pp. 439–446
5.3. 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
5.4. Engeström, Y. 2001. Expansive Learning at Work: Toward an activity theoretical reconceptualization. Journal of Education and Work 14(1), pp. 133–156. doi: 10.1080/13639080020028747.
5.5. Lindsay, M. 2023. A shared governance approach to nursing documentation redesign using Kotter’s change management model. Nursing Management 54(3), p. 14. https://doi.org/10.1097/01.NUMA.0000919064.29246.6b
5.6. Mangundjaya, W.L., Putri, E.M. and Shafira, A. 2023. Psychological Empowerment and Change Self-Efficacy As Mediators Between Change Leadership and Affective Commitment to Change. Jurnal Sains Psikologi 12(1), pp. 99–115. https://doi.org/10.17977/um023v12i12023p9-115
5.7. McLaren, T.A.S., van der Hoorn ,Bronte and and Fein, E.C. 2023. Why Vilifying the Status Quo Can Derail a Change Effort: Kotter’s Contradiction, and Theory Adaptation. Journal of Change Management 23(1), pp. 93–111. https://doi.org/10.1080/14697017.2022.2137835
5.8. Oreg, S. 2006. Personality, context, and resistance to organizational change. European Journal of Work and Organisational Psychology, 15(1), pp. 73–101. https://doi.org/10.1080/13594320500451247
5.9. Stannard, D. 2023. Supporting and Sustaining Change in Practice. Journal of PeriAnesthesia Nursing, 38(3), pp. 531 - 532. https://doi.org/10.1016/j.jopan.2023.03.001
5.10. Vaughn, V.M. et al. 2019. Characteristics of healthcare organisations struggling to improve quality: results from a systematic review of qualitative studies. BMJ Quality & Safety 28(1), pp. 74–84. doi: 10.1136/bmjqs-2017-007573.
6. Culture and Leadership
6.1. Manion, R. and Davies, H. 2018. Understanding organisational culture for healthcare quality improvement. BMJ, 363. https://doi.org/10.1136/bmj.k4907
6.2. Senot et al. 2016 what is cross-level cooperation like and what facilitates it?
6.3. Spännäri, J., Juntunen, E., Pessi, A.B. and Ståhle, P. 2023. Compassion – A key to innovation: What promotes and what prevents innovation in organizations? Frontiers In Psychology. 14, pp. 1 – 14. https://doi.org/10.3389/fpsyg.2023.1058544
6.4. 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. https://doi.org/10.1108/JOEPP-07-2014-0039
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 (between staff)
8.1.1. Alsadaan, N., Ramadan, O.M.E. & Alqahtani, M. From incivility to outcomes: tracing the effects of nursing incivility on nurse well-being, patient engagement, and health outcomes. BMC Nurs 23, 325 (2024). https://doi.org/10.1186/s12912-024-01996-9
8.1.2. Alquwez, N. (2023). Association between nurses’ experiences of workplace incivility and the culture of safety of hospitals: A cross-sectional Study. Journal of Clinical Nursing, 32, 320–331. https://doi-org.cardiff.idm.oclc.org/10.1111/jocn.16230
8.1.3. Andersson, L. M., & Pearson, C. M. (1999). Tit for Tat? The Spiraling Effect of Incivility in the Workplace. The Academy of Management Review, 24(3), 452–471. https://doi.org/10.2307/259136
8.1.4. Chachula, K., Ahmad, N., Smith, N. and Henriquez, N. 2022. Incivility in Nursing Education: Sources of Bullying and their Impact on Nursing and Psychiatric Nursing Students. *Quality Advancement in Nursing Education - Avancées en formation infirmière* 8(4). Available at: [https://qane-afi.casn.ca/journal/vol8/iss4/11 ](https://qane-afi.casn.ca/journal/vol8/iss4/11).
8.1.5. CIPD 2022 [unavailable to non-members :( ]
8.1.6. Collins & Rogers 2017 Growing Concerns With Workplace Incivility
8.1.7. Croke 2021 Preventing and addressing incivility in nursing https://doi.org/10.1002/aorn.13486
8.1.8. Kavaklı, B. D., & Yildirim, N. (2022). The relationship between workplace incivility and turnover intention in nurses: A cross-sectional study. Journal of Nursing Management, 30(5), 1235–1242. https://doi-org.cardiff.idm.oclc.org/10.1111/jonm.13594
8.1.9. Keller et al 2020 Predictors and triggers of incivility within healthcare teams: a systematic review of the literature
8.1.10. Laschinger, H. & Read, E. (2016). The Effect of Authentic Leadership, Person-Job Fit, and Civility Norms on New Graduate Nurses’ Experiences of Coworker Incivility and Burnout. JONA: The Journal of Nursing Administration, 46 (11), 574-580. doi: 10.1097/NNA.0000000000000407.
8.1.11. Arbejdsglaede blog Metcalf 2019
8.1.11.1. https://www.whattheheckisarbejdsglaede.com/
8.1.12. Olsen, J.M., Aschenbrenner, A., Merkel, R., Pehler, S.-R., Sargent, L. and Sperstad, R. 2020. A Mixed-Methods Systematic Review of Interventions to Address Incivility in Nursing. Journal of Nursing Education 59(6), pp. 319–326. https://doi.org/10.3928/01484834-20200520-04
8.1.13. 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].
8.1.14. Porath, C.L., Gerbasi, A. and Schorch, S.L. 2015. The effects of civility on advice, leadership, and performance. Journal of Applied Psychology 100(5), pp. 1527–1541. doi: 10.1037/apl0000016.
8.1.15. https://www.christineporath.com/
8.1.16. Riskin, A. et al. 2015. The Impact of Rudeness on Medical Team Performance: A Randomized Trial. Pediatrics 136(3), pp. 487–495. https://doi.org/10.1542/peds.2015-1385 .
8.1.17. Turner, Chris 2019 @ TEDex 'When Rudeness Turns Deadly' https://youtu.be/4RUIhjwCDO0?si=Ms78ZKfSZO9DQaru
8.1.17.1. Civility Saves Lives
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. Bould et al 2015 Reluctance to challenge amongst doctors in theatre - qually study
8.3.2. Essex et al. 2023 A scoping review exploring the impact and negotiation of hierarchy in healthcare organisations. Nursing Inquiry, 30, e12571. https://doi.org/10.1111/nin.12571
8.3.3. Green et al. 2017 flattening gradients - MaxFax surgeons with some theory of communication
8.3.4. Martin, G.P. and Waring, J. 2013. **Leading from the middle:** Constrained realities of clinical leadership in healthcare organizations. Health: An Interdisciplinary Journal for the Social Study of Health, Illness and Medicine 17(4), pp. 358–374. doi: https://doi.org/10.1177/1363459312460704
8.3.5. Richmond John G. 2018 Climate of Silence (Thesis)
8.3.6. 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.
8.3.7. 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.
8.3.7.1. 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* 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. Kearns, E., Khurshid, Z. Anjara, S., De Brú, A., Rowan, B., McAuliffe E. 2021. Power dynamics in healthcare teams – a barrier to team effectiveness and patient safety: A systematic review. BJS Open 8:5. https://doi.org/10.1093/bjsopen/zrab032.091
8.4.4. 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).
8.4.5. 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).
8.4.6. Pradelli, L. et al. 2025. Healthcare professional perspective on barriers and facilitators of multidisciplinary team working in acute care setting: a systematic review and meta-synthesis. BMJ open 15(3), p. e087268. Available at: https://pubmed.ncbi.nlm.nih.gov/40118478
8.4.7. Rickards, T. and Moger, S. 2000. Creative Leadership Processes in Project Team Development: An Alternative to Tuckman’s Stage Model. *British Journal of Management* 11(4), p. 273. https://doi.org/ [10.1111/1467-8551.00173](https://doi.org/10.1111/1467-8551.00173)
8.5. Ideas promoting cohesion
8.5.1. Robert et al 2017 Schwartz Rounds
8.5.2. Kjellström, S., Sarre, S. and Masterson, D. 2024. The complexity of leadership in coproduction practices: a guiding framework based on a systematic literature review. BMC Health Services Research 24, p. 219. doi: 10.1186/s12913-024-10549-4.
8.6. Psychological safety
8.6.1. Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety. Creativity Research Journal, 22(3), 250–260. https://doi.org/10.1080/10400419.2010.504654
8.6.2. Edmondson Amy 2019 The Fearless Organisation, Book
8.6.2.1. Article
8.6.3. Ma et al 2021 Servant Leadership, psychological safety and burnout
8.6.4. 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
8.6.5. 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.
8.6.6. Ortega et al 2014 The Influence of Change-Oriented Leadership and Psychological Safety on Team Learning in Healthcare Teams
8.6.7. Remtulla et al 2021 barriers to psychological safety
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. Alvesson, M. and Spicer, A. 2012. Critical leadership studies: The case for critical performativity. Human Relations 65(3), pp. 367–390. doi: https://doi.org/10.1177/0018726711430555
10.1.2. 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
10.1.3. 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. 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).
10.1.5. Gronn, P. 2009. Leadership Configurations. Leadership 5(3), pp. 381–394. doi: https://doi.org/10.1177/1742715009337770
10.1.6. 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.
10.1.7. 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.
10.1.8. 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].
10.1.9. 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.
10.1.10. 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.
10.1.11. 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.
10.1.12. 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. Keefe, M.R. and Pesut, D. 2004. **Appreciative inquiry** and leadership transitions. Journal of Professional Nursing 20(2), pp. 103–109. https://10.1016/j.profnurs.2004.02.006
10.2.5. Complexity leadership - Porter O'Grady
10.3. Autocratic Leadership
10.3.1. Huang, Q., Zhang, K., Wang, Y., Bodla, A.A. and Zhu, D. 2022. When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability. International Journal of Environmental Research and Public Health 20(1), p. 707. doi: https://doi.org/10.3390/ijerph20010707
10.4. Authentic Leadership
10.4.1. 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. https://doi.org/10.1016/j.leaqua.2005.03.001
10.4.2. 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. https://doi.org/10.1016/j.ijnurstu.2018.04.001
10.4.2.1. 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.
10.4.2.2. 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.
10.4.3. 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. https://doi.org/10.1177/0033294116644370
10.4.4. Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing, T.S. and Peterson, S. J. 2008. Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), pp. 89–126 https://doi.org/10.1177/0149206307308913
10.5. Distributed Leadership
10.5.1. Bolden, R. 2011. Distributed Leadership in Organizations: A Review of Theory and Research. International Journal of Management Reviews 13(3), pp. 251–269. Available at: https://onlinelibrary.wiley.com/doi/full/10.1111/j.1468-2370.2011.00306.x
10.5.2. Currie, G. and Lockett, A. 2011. Distributing Leadership in Health and Social Care: Concertive, Conjoint or Collective? International Journal of Management Reviews 13(3), pp. 286–300. Available at: https://onlinelibrary.wiley.com/doi/full/10.1111/j.1468-2370.2011.00308.x .
10.5.3. 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 .
10.5.4. NHS Leadership Model https://www.leadershipacademy.nhs.uk/healthcare-leadership-model/
10.6. Compassionate Leadership
10.6.1. Tomkins, L. and Simpson, P. 2015. Caring Leadership: A Heideggerian Perspective. Organization Studies 36(8), pp. 1013–1031. https://doi.org/10.1177/0170840615580008 .
10.6.2. Tomkins, L. 2021. Caring leadership as Nietzschean slave morality. Leadership 17(3), pp. 278–295. doi: https://doi.org/10.1177/1742715020974910 .
10.6.3. Hougaard, R., Carter, J. and Hobson, N. 2020. Compassionate Leadership Is Necessary -- but Not Sufficient. Harvard Business Review Digital Articles , pp. 2–6.
10.7. Crisis Leadership
10.7.1. Kim, S.-J. 2021. Crisis leadership: An evolutionary concept analysis. Applied Nursing Research 60(60), p. 151454. doi: https://doi.org/10.1016/j.apnr.2021.151454
10.7.2. Hugelius, K. 2025. Trust: an essential component in nursing crisis leadership; a hybrid concept analysis. BMC Nursing 24(1). doi: https://doi.org/10.1186/s12912-025-02748-z
10.8. Ethical/Values-based leadership
10.8.1. 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
10.8.2. 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.
10.8.3. Wang & Sung 2016 Workplace Jealousy and 'citizenship' behaviours in hospitals
10.9. Servant leadership
10.9.1. 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
10.9.2. 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.
10.9.3. 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).
10.10. Shared/Collective Leadership
10.10.1. 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.
10.10.2. 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
10.10.3. 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).
10.10.4. 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
10.10.5. Gruessner, R.W.G. 2023. The modified democratic management model: an ideal leadership model for healthcare? British Journal of Healthcare Management 29(11), pp. 302–307. https://doi.org/10.12968/bjhc.2023.0035
10.10.6. Ong, Y.H., Koh, M.Y.H. and Lim, W.S. 2019. Shared leadership in interprofessional teams: beyond team characteristics to team conditions. Journal of Interprofessional Care 34(4), pp. 1–9. doi: https://doi.org/10.1080/13561820.2019.1653834 .
10.10.6.1. 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.
10.10.7. 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]
10.11. Transformational Leadership
10.11.1. 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
10.11.2. 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
10.11.3. 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
10.11.4. 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
10.11.5. 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.
10.11.6. 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.
10.12. Transactional Leadership
10.12.1. 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 .
10.12.2. 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 .
10.12.3. 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 .