Leadership in Health Services: Volume 35 Issue 4

Transformational health-care leaders in collaborative entrepreneurial model to achieve UNSDG: a qualitative study

Prashant Sunil Borde, Ridhi Arora, Sanjeeb Kakoty

The agglomeration of specialist health-care facilities has often been restricted to metropolitan areas. This study aims to understand how health-care professionals with…

Transformational leadership practices of nurse managers: the effects on the organizational commitment and job satisfaction of staff nurses

Fatma Uslu Sahan, Fusun Terzioglu

This study aims to investigate the perception of nurse managers and staff nurses regarding the transformational leadership (TL) style of nurse managers and determine the effects…

Pandemic priorities: the impact of the COVID 19 pandemic on ethical leadership in the healthcare profession

Aya Musbahi, Alex McCulla, Jason Ramsingh

The COVID 19 pandemic has brought into sharp focus the importance of leadership and the ethics of health-care leadership. The purpose of this study is to investigate the impact of…

The effects of leaders’ abusive supervision on employees’ work engagement: a moderated-mediation model of employees’ silence and employees’ proactive personalities

Hannah Vivian Osei, Herbert Ofori, Emmanuella Otsen, Theresa Adjei, Lexsee Odoom

This study aims to examine the impact of leaders’ abusive supervision on employees’ work engagement in the health sector. The study further examined the interactive effect of…

The effects of a dilemma management training program on mental health: a prospective study with mid-level executives in hospitals

Marieke Born, Janna Küllenberg, Antonia Drews, Ulrike Bossmann, Julika Zwack, Harald Gündel, Jochen Schweitzer

Mid-level executives are confronted with many dilemma situations, in which they are forced to decide between conflicting options, none of them leading to the desired result. If…

Family physician leadership during the COVID-19 pandemic: roles, functions and key supports

Maria Mathews, Dana Ryan, Lindsay Hedden, Julia Lukewich, Emily Gard Marshall, Judith Belle Brown, Paul S. Gill, Madeleine McKay, Eric Wong, Stephen J. Wetmore, Richard Buote, Leslie Meredith, Lauren Moritz, Sarah Spencer, Maria Alexiadis, Thomas R. Freeman, Aimee Letto, Bridget L. Ryan, Shannon L. Sibbald, Amanda Lee Terry

Strong leadership in primary care is necessary to coordinate an effective pandemic response; however, descriptions of leadership roles for family physicians are absent from…

Women’s career progression to management positions in Jordan’s health sector

Yousef Khader, Aida Asim Essaid, Mohammad S. Alyahya, Rowaida Al-Maaitah, Muntaha K. Gharaibeh, Abeer Bashier Dababneh, Raeda F. AbuAlRub

This study aims to identify and explore experiences, perspectives, barriers and enablers to women’s career progression to management positions in the health-care sector and to…

Shared accountability in distributed leadership for improved healthcare access: a study of a US dental institution

A. Erin Bass, Ivana Milosevic, Mary Uhl-Bien, Sucheta Nadkarni

Accountability within distributed leadership (DL) is critical for DL to drive positive outcomes in health services organizations. Despite this, how accountability emerges in DL is…

Canadian medical faculty senior leaders: what skills do they need?

Mia Lang, Louanne Keenan

Many academic leaders have little formal leadership training, which can result in challenges to effective leadership, succession planning and burnout. This paper aims to explore…