Leadership in Health Services: Volume 36 Issue 2

Leadership styles and their outcomes: a study of a Nigerian hospital middle management nurses

Titus Babatunde Adunola

This study was conducted to identify and explore the leadership styles and the leadership outcomes of the middle management nurses in a large tertiary hospital in Ibadan, the…

Servant leadership in relation to organizational justice and workplace deviance in public hospitals

Muhammad Yasir, Azeem Jan

Leadership literature has identified that the servant leadership style can reduce employee negative work outcomes, even in challenging work environments like the health-care…

Failure of crisis leadership in a global pandemic: some reflections on COVID-19 and future recommendations

Justin Okoli, Nuno Paulino Arroteia, Adekunle I. Ogunsade

Being a novel public health crisis, the COVID-19 pandemic presented world leaders with difficult options and some serious dilemmas that must somehow be negotiated. Whilst these…

Managers’ strategies in handling the COVID-19 pandemic in Norwegian nursing homes and homecare services

Eline Ree, Siri Wiig, Camilla Seljemo, Torunn Wibe, Hilda Bø Lyng

This study aims to explore nursing home and home care managers’ strategies in handling the COVID-19 pandemic.

Building health care leadership capacity in a developing country via Talent Grooming Programme (TGP): experience sharing from the Ministry of Health Malaysia

Kun Yun Lee, Munirah Ismail, Pangie Bakit, Norhaniza Zakaria, Nursyahda Zakaria, Norehan Jinah, Delina Kamil, Nor Hayati Ibrahim

Formal structured leadership training is increasingly incorporated as a regular fixture in developed nations to produce competent leaders to ensure the provision of quality…

A complex challenge with unclear improvement: the need for involvement, contextualization and facilitation when managers implement a leadership model

Maria Lindberg, Bernice Skytt, Magnus Lindberg, Katarina Wijk, Annika Strömberg

Management and leadership in health care are described as complex and challenging, and the span of control is known to be a key component in the manager’s job demands. The…

Primary healthcare managers’ perceptions of management competencies at different management levels in digital health services: secondary analysis

Antti Ylitalo, Elina Laukka, Tarja Heponiemi, Outi Ilona Kanste

The purpose of this study is to describe primary health-care managers’ perceptions of management competencies at different management levels in digital health services using the…

How hospital top managers reason about the central leadership task of balancing quality of patient care, economy and professionals’ engagement: an interview study

Fredrik Bååthe, Mia von Knorring, Karin Isaksson-Rø

This study aims to deepen the understanding of how top managers reason about handling the relationships between quality of patient care, economy and professionals’ engagement.

Knowing, relating and the absence of conflict: relational leadership processes between hospital boards and chairs of nurse councils

Arjan Verhoeven, Erik Van de Loo, Henri Marres, Pieterbas Lalleman

This study aims to enhance understanding of the collaboration between chairs of nurse councils (CNCs) and members of executive hospital boards (BM) from a relational leadership…