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Journal Article 1: Checkland, K. (2014). Leadership in the NHS: Does the emperor have any clothes? Journal of Health Services Research & Policy, 19, 253–326.

Abstract: In this essay, I explore the rise of the concept of ‘leadership’ in the English NHS, highlighting the similarity with a previous shift from (bad, old) ‘administration’ to (good, new) ‘management.’ I take a critical look at this discursive shift and highlight some of the overblown claims made for the value of ‘clinical leadership.’ I argue that, rather than turning all NHS staff into leaders, we should perhaps tone down the level of our rhetoric and instead emphasize the need for a service full of good followers who will maintain a relentless focus on care, quality and efficiency.

Journal Article 2: Donohue-Porter, P. (2014). The creative élan of nursing theory: Indispensable to leadership. Nursing Science Quarterly, 27, 330–335.

Abstract: The author discusses how nursing theoretical knowledge contributes to nursing leadership and how the use of nursing theory can build confidence in nurse leaders in all settings, drawing on examples from selected theorists’ work. It is suggested that when nursing theory is not fully valued by the profession, not only knowledge is lost but also the language that helps nurses to lead. However, the vision and the voice of nursing theory will allow nurses to lead with creativity and to tap into innovation that facilitates contributions to healthcare. To be firmly, intellectually, and enthusiastically grounded in one’s disciplinary knowledge sets the stage to being able to lead effectively. Four aspects of leadership are addressed: clinical, interdisciplinary, nursing education, and interpersonal nursing. Our accumulated nursing theories can help nurse leaders to meet contemporary healthcare challenges by providing answers that help to focus on improvement, patient-centered care, critical reflection, and caring.

Journal Article 3: Pilkington, F. B. (2011). A legacy of leadership in nursing. Nursing Science Quarterly, 24, 391–392.

Abstract: This introduces the guest author’s column on perspectives on leadership developed through a career as a nurse leader. Parse’s essentials of leadership: commitment to a vision, willingness to risk, and reverence for others, are noted in tributes from other leaders and followers, which point to the rich legacy of a distinguished career.

Journal Article 4: Ferguson-Pare’, M. (2011). Perspectives on leadership: Moving out of the corner of our room. Nursing Science Quarterly, 24, 393–396.

Abstract: Perspectives on leadership developed through a career as a nurse leader are shared, including the author’s guiding vision, a valuing of nursing as knowledge work, how to create a learning organization that supports professional practice, and other lessons learned through experience. Readers are urged to find the leadership voice within, be courageous, engage surrounding opportunities, and be guided by their vision of what nursing should be in the future.

Journal Article 5: (2007). Followership: The theoretical foundation of a contemporary construct. Journal of Leadership and Organizational Studies, 14, 50–60.

Abstract: This article presents the theoretical foundation of followership. The words follower and followership are increasingly used in discussions of leadership and organizations, and many think that the field of followership began in 1988 with Kelley's “In Praise of Followers.” Followership research began in 1955, and literature in the social sciences discussed followers and followership for decades prior. By examining why leadership rather than followership is emphasized; discussing antecedents, early theory, and research about followership; and identifying common themes found in the literature, this article provides the foundation that has been missing in contemporary discussion of the followership construct.