Leadership in Health Services: Volume 31 Issue 1

The need to succeed – learning experiences resulting from the implementation of value-based healthcare

Kerstin Nilsson, Fredrik Bååthe, Annette Erichsen Andersson, Mette Sandoff

The aim of this study has been to explore learning experiences from the two first years of the implementation of value-based healthcare (VBHC) at a large Swedish University…

The Finnish healthcare services lean management: Health services managers’ experiences in a special health care unit

Susanna Hihnala, Lilja Kettunen, Marjo Suhonen, Hanna Tiirinki

The purpose of this paper is to discuss health services managers’ experiences of management in a special health-care unit and development efforts from the point of view of the…

Developing accreditation for community based surgery: the Irish experience

Ailís Ní Riain, Claire Collins, Tony O’Sullivan

Carrying out minor surgery procedures in the primary care setting is popular with patients, cost effective and delivers at least as good outcomes as those performed in the…

Nurses’ leadership self-efficacy, motivation, and career aspirations

Karen Cziraki, Emily Read, Heather K. Spence Laschinger, Carol Wong

This paper aims to test a model examining precursors and outcomes of nurses’ leadership self-efficacy, and their aspirations to management positions.

The role of the psychological contract in the motivation of nurses

Emma Corder, Linda Ronnie

Although private health care is regarded as providing a premium quality experience for both patients and staff alike, it is not without its daily challenges for health…

Return on investment in healthcare leadership development programs

Maya M. Jeyaraman, Sheikh Muhammad Zeeshan Qadar, Aleksandra Wierzbowski, Farnaz Farshidfar, Justin Lys, Graham Dickson, Kelly Grimes, Leah A. Phillips, Jonathan I. Mitchell, John Van Aerde, Dave Johnson, Frank Krupka, Ryan Zarychanski, Ahmed M. Abou-Setta

Strong leadership has been shown to foster change, including loyalty, improved performance and decreased error rates, but there is a dearth of evidence on effectiveness of…

Exploring team working and shared leadership in multi-disciplinary cancer care

Stephen George Willcocks

The purpose of this paper is to explore the relevance of shared leadership to multi-disciplinary cancer care. It examines the policy background and applies concepts from shared…

Leadership in crisis situations: merging the interdisciplinary silos

Hugo Paquin, Ilana Bank, Meredith Young, Lily H.P. Nguyen, Rachel Fisher, Peter Nugus

Complex clinical situations, involving multiple medical specialists, create potential for tension or lack of clarity over leadership roles and may result in miscommunication…

Authentic leadership in healthcare: a scoping review

Niina Malila, Nina Lunkka, Marjo Suhonen

The purpose of this paper is to review peer-reviewed original research articles on authentic leadership (AL) in health care to identify potential research gaps and present…