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The health information management (HIM) profession lacks clarity around leadership and leadership development. To date, little empirical research exists on this topic, and it is unclear if broader approaches for healthcare leadership are suitable. This paper aims to explore which the leadership styles are relevant to the HIM profession. The findings were also used to inform a discussion on how HIM professionals could develop these leadership styles.

Through a systematic scoping literature review, deductive thematic analysis was undertaken to extrapolate common themes around this style of leadership based on transversal competency domains that reflect twenty-first century skills (i.e. critical thinking and innovation, interpersonal, intrapersonal and global citizenship) (Bernard, Watch and Ryan, 2016; UNESCO, 2015). This approach enabled the findings to be discussed from a leadership development perspective.

Analysis of the literature revealed that a relational leadership style through a team-based approach is required. Literature studies on how to develop leadership competencies were not found.

Future policy and research implications include the need for research on transversal competencies to determine if they can shape HIM leadership development.

This leadership style and competencies proposed are relevant across many occupations and may have broader applications for leadership research, education and development.

This paper defines the style of leadership required in the HIM profession and identifies a succinct set of contemporary competencies to inform the development of this type of leadership.

The purpose of this paper is to extend understanding of the success of the six sigma quality management initiative by investigating the effects of six sigma teamwork and statistical process control (SPC) on organizational‐shared vision.

The information used comes from a larger study, the data for which were collected from a random sample of 237 European firms. Of these 237 organizations, 58 have implemented six sigma. Structural equation modelling (SEM) was used to test the hypotheses.

The main findings show that six sigma teamwork and SPC positively affect the development of organizational‐shared vision. A positive but not significant influence is also observed between shared vision and organizational performance.

Positive effects found in this study should be investigated further employing a larger sample of six sigma firms and including other variables such as organizational learning. Further, the effects of these variables on performance should be measured with real results from firms to test possible direct and indirect influence on performance.

The findings of this study offer a justification of six sigma implementation in firms. This study provides the authors with an in‐depth understanding of some structural elements that characterize the six sigma methodology, enabling the authors to provide an explanation for its success.

There is little empirical research on the positive effects of six sigma implementation and even less that explains the success of six sigma initiatives. This paper contributes to filling this gap. It also contributes to emerging literature on how the development of shared vision affects organizational performance.

Little is known about the health needs of detained juvenile females, yet there is emerging concern regarding substance misuse, mental health problems, poor sexual health and poorer general physical health on a range of indicators. This study sought to identify health needs from the perspective of imprisoned young women themselves and key professionals working with them to inform healthcare provision. We conducted semi‐structured interviews and focus groups with detained juvenile women and adult professionals in four specialist female young offender institutions. The study presents new qualitative findings on the profound impact of social exclusion and multiple forms of abuse and victimisation on the health of juvenile women prisoners. Concerns regarding substance misuse, mental health problems, self‐harm and poor sexual health are reinforced by this study. Young women tended to focus on their immediate health needs in contrast to the professionals who emphasised longer‐term issues. The study identified the need for priority interventions in relation to mental health, substance misuse, self‐harm and sexual health and tentatively suggests that ‘compensatory care’may offer some scope to redress health inequalities experienced by these young women.

Two studies in the context of English‐French relations in Québec suggest that individuals who strongly identify with a group derive the individual‐level costs and benefits that drive expectancy‐value processes (rational decision‐making) from group‐level costs and benefits. In Study 1, high identifiers linked group‐ and individual‐level outcomes of conflict choices whereas low identifiers did not. Group‐level expectancy‐value processes, in Study 2, mediated the relationship between social identity and perceptions that collective action benefits the individual actor and between social identity and intentions to act. These findings suggest the rational underpinnings of identity‐driven political behavior, a relationship sometimes obscured in intergroup theory that focuses on cognitive processes of self‐stereotyping. But the results also challenge the view that individuals' cost‐benefit analyses are independent of identity processes. The findings suggest the importance of modeling the relationship of group and individual levels of expectancy‐value processes as both hierarchical and contingent on social identity processes.

This study examines how perceptions of injustice, anger, and group identification motivate follower intentions to engage in collective action against leaders. The study revolved around the Malaysian prime minister’s actions and responses toward allegations of misuse of public funds. Responses from 112 Malaysians via a cross-sectional survey revealed that follower perceptions of leader injustice are significantly related to anger toward the leader, which in turn is related to intentions to engage in collective action. The relationship between perceptions of distributive injustice and anger is moderated by group identification, while group efficacy moderates the relationship between anger and collective action intentions.

We explore the antecedents of workplace ostracism and delineate possible organizational interventions to deter ostracism. Under the lens of evolutionary psychology we argue that individuals deemed capable of contributing to social and organizational goals become valued group members while those who threaten group stability and viability risk being shunned or ostracized. Specifically, we review empirical evidence and present the results of a pilot study suggesting that those who are perceived to violate injunctive and descriptive norms, as well as threaten one’s self-concept are at increased risk for ostracism. In terms of intervention, we propose mindfulness techniques and organizational support as a route to deter employees’ inclinations to ostracize coworkers. Thus, a primary goal of this chapter is to explicate a framework for identifying the predictors and deterrents of workplace ostracism in order to generate additional research on this important topic.