Nursing leadership in organisations: Theory and practice            

Alison Crombie and Gayle Garland

On distributed leadership which are referred to as collective leadership in the chapter:

McKee, L., Charles, K., Dixon-Woods, M., Willars, J. and Martin, G. (2013) ‘”New” and distributed leadership in quality and safety in health care, or “old” and hierarchical? An interview study with strategic stakeholders’, Journal of Health ServicesResearch & Policy18 (2 supp.): 11–19.

On the impact of leadership at different levels:

Basford, T.E., Offermann, L.R. and Wirtz, P.W. (2012) ‘Considering the source: the impact of leadership level on follower motivation and intent to stay’,  Journal of Leadership & Organizational Studies, 19 (2): 202–214.

On self and organisational leadership:

Searle, T.P. and Barbuto, Jr, J.E. (2013) ‘A multilevel framework: expanding and bridging micro and macro levels of positive behavior with leadership’, Journal of Leadership & Organizational Studies, 20 (3): 274–286.

Leadership is about transition from managerialism to leadership since the crash of 2008:

K.,  Hyde, P., Hodgson, D., Bailey, S. and Hassard, J. (2015) ‘Leadership talk: From managerialism to leaderism in health care after the crash’, Leadership, 11 (4): 451–470.

Developing personal leadership from the perspective of an executive leader:

Sullivan-Marx, E.M.  (2013) ‘The bear and the canyon: toward an understanding of personal leadership’, Nursing Science Quarterly, 26(4) 373–375.