Leadership in Health Services最新文献

{"title":"Exploring turnover among first-line managers in healthcare: a cohort study of span of control, management performance and stress indicators.","authors":"Jonas Svanström, Maria Lindberg, Bernice Skytt, Magnus Lindberg","doi":"10.1108/LHS-02-2025-0031","DOIUrl":"10.1108/LHS-02-2025-0031","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of this study is to examine if and how an expanded span of control, management performance and work-related stress indicators (control, support and relationships) influence the time until first-line managers leave their position.</p><p><strong>Design/methodology/approach: </strong>A prospective longitudinal cohort design involving 87 first-line managers in a Swedish health-care region. Cox proportional hazards regression was used to analyse expanded span of control, work-related stress indicators and management performance as predictors of turnover.</p><p><strong>Findings: </strong>The findings indicate that first-line managers who were categorized as having moderate concern and a need for improvement in the work-related stress indicators control and manager support had a significantly higher risk of turnover. In contrast, expanded span of control and the number of employees managed per first-line manager did not significantly influence turnover risk. In addition, the work-related stress indicator relationships was not significantly associated with risk of turnover.</p><p><strong>Originality/value: </strong>This study expands the understanding of actual turnover among first-line managers in health care by exploring how organizational factors influence the decision to leave. Unlike previous research, which primarily examines turnover intentions, this study takes a longitudinal perspective, capturing real turnover events over time. The findings contribute to future research on organizational conditions, providing a basis for developing strategies to improve retention and working conditions for first-line managers in health care.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"38 5","pages":"101-112"},"PeriodicalIF":1.7,"publicationDate":"2025-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144334122","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The mediating role of employees engagement in the relationship between adaptive leadership and service quality in the health sector.","authors":"Biniam Ali Eshete, Tilaye Kassahun","doi":"10.1108/LHS-03-2025-0056","DOIUrl":"https://doi.org/10.1108/LHS-03-2025-0056","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to examine the mediating role of employee engagement in the relationship between adaptive leadership and service quality within the health-care sector in Ethiopia.</p><p><strong>Design/methodology/approach: </strong>A quantitative research design was adopted, using a cross-sectional survey method. Data was collected from health-care professionals through structured questionnaires. Partial least squares structural equation modeling was used to analyze the hypothesized relationships.</p><p><strong>Findings: </strong>This study found that adaptive leadership (ADL) indirectly enhances service quality (SVQ) through employee engagement (EME). While ADL had no direct effect on SVQ, it positively influenced EME, which, in turn, significantly improved SVQ. These findings emphasize the critical role of employee engagement in translating leadership into better service outcomes in health-care setting.</p><p><strong>Practical implications: </strong>The findings offer valuable insights for health-care managers and policymakers, emphasizing the need for ADL strategies that foster employee engagement to improve SVQ.</p><p><strong>Originality/value: </strong>This study uniquely examines how ADL translates into improved health-care SVQ through the engagement of frontline staff in a dynamic and resource-constrained environment.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"38 5","pages":"82-100"},"PeriodicalIF":1.7,"publicationDate":"2025-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144267589","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Association of well-being-centered leadership with burnout and professional fulfillment among physicians: mediating effects of autonomy support and self-valuation.","authors":"Anthony C Waddimba, Jamile Ashmore, Megan E Douglas, Linda M Thompson, Colleen Parro, J Michael DiMaio, Tait D Shanafelt","doi":"10.1108/LHS-01-2025-0001","DOIUrl":"https://doi.org/10.1108/LHS-01-2025-0001","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to investigate autonomy support and self-valuation as potential mechanisms by which supportive leadership improves physician well-being. Supportive leadership is one of the strongest predictors of physician well-being. However, mechanisms by which leadership behavior influences well-being remain unknown. The authors hypothesized that autonomy support and self-valuation mediate this relationship.</p><p><strong>Design/methodology/approach: </strong>This was a cross-sectional survey-based study of physicians in a tri-hospital cardiovascular health system in southwestern USA. An anonymized multidimensional questionnaire comprising standardized and pre-validated measures of leadership behavior, self-valuation, autonomy support, fulfillment and burnout was e-mailed to 815 eligible physicians in February 2024. Hypothesized multivariable pathways were investigated via structural equation modeling.</p><p><strong>Findings: </strong>In total, 122 participants answered the survey, 99 providing complete responses. Respondents were 75.76% male, 54.54% aged 41 to < 65 years, 44.44% white, 21.21% Asian and 52.52% in practice for ≥ 15 years. Reliabilities of ordinal scales were all ≥ 0.700, and univariate correlations were in expected directions. Fully, 24.24% of respondents were burned out, 63.64% professionally fulfilled, 70.71% had high autonomy support and 55.56% high self-valuation. Indirect effects of leadership support on fulfillment and burnout, mediated via autonomy support and self-valuation, were more significant than direct effects. Findings supported the study hypothesis that leadership support improves fulfillment and reduces burnout among physicians partly by fostering autonomy and self-valuation.</p><p><strong>Originality/value: </strong>Autonomy support and self-valuation within physician teams are highlighted as factors whose improvement well-being-centered leadership training programs specifically should target.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"38 5","pages":"65-81"},"PeriodicalIF":1.7,"publicationDate":"2025-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144250217","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Archetypes of bad physician leaders - a qualitative study from a large Finnish central hospital.","authors":"Sari Huikko-Tarvainen, Tommi Auvinen","doi":"10.1108/LHS-12-2024-0154","DOIUrl":"https://doi.org/10.1108/LHS-12-2024-0154","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to explore the archetypes of bad leaders as perceived by Finnish physicians across various hierarchical levels. Understanding these archetypes is essential for addressing leadership deficiencies and mitigating the detrimental effects of bad leadership and the positivity bias in leadership research.</p><p><strong>Design/methodology/approach: </strong>Data were collected through in-person, semi-structured interviews with Finnish physicians (<i>n</i> = 50), including residents, specialists, heads of departments and chief physicians. Inductive content analysis, followed by thematization, was used to identify recurring themes and patterns of bad leadership behaviors. Initial codes were generated and subsequently categorized into archetypes of bad leadership, which were further organized into broader thematic categories of bad leadership.</p><p><strong>Findings: </strong>Based on our findings, the authors identified four main themes of bad leadership encompassing seven archetypes of bad leaders, addressing incompetence, lack of transparency, exploitation, bad workload management, bullying, psychological harassment and inequity: lack of support and accessibility (absent and dismissive), authoritarianism and abuse of power (autocratic, bully and manipulative), incompetence and ineffectiveness (incompetent) and unfairness and discrimination (unfair). These issues occurred occasionally in different situations.</p><p><strong>Practical implications: </strong>The findings indicate that a leader's behavior and leadership style directly affect physicians' well-being and work satisfaction, potentially contributing to higher physician turnover and reduced quality of patient care. These results underscore the importance of fostering leadership education that emphasizes communication skills, emotional intelligence and conflict resolution to enhance constructive leadership behaviors.</p><p><strong>Originality/value: </strong>To the best of the authors' knowledge, no prior empirical research has specifically examined the archetypes of bad physician leaders.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"38 5","pages":"48-64"},"PeriodicalIF":1.7,"publicationDate":"2025-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144152347","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The deleterious effects of abusive supervision in health-care organizations.","authors":"Homayoun Pasha Safavi, Mona Bouzari","doi":"10.1108/LHS-12-2024-0155","DOIUrl":"https://doi.org/10.1108/LHS-12-2024-0155","url":null,"abstract":"<p><strong>Purpose: </strong>Grounded on the affective event theory, this study aims to investigate the mediating effect of psychological distress in the relationship between abusive supervision and three negative outcomes, namely, solitary-oriented behavior, boreout and sabotage behavior. The study also examined the moderating of anger in the link between abusive supervision and psychological distress.</p><p><strong>Design/methodology/approach: </strong>Data was collected from nurses working in private and public hospitals in Iran. Structural equation modeling and bootstrapping techniques have been applied.</p><p><strong>Findings: </strong>This study confirmed that abusive supervision eventually leads to unfavorable employee outcomes via the mediation effect of psychological distress. Moreover, anger moderates the association between abusive supervision and psychological distress.</p><p><strong>Originality/value: </strong>This research contributes to the existing service literature by investigating the consequences of abusive supervision among nurses.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2025-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144052840","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Engaging leadership and work recovery among key personnel of a major health-care and social services reform.","authors":"Kirsikka Selander, Nina Nevanperä, Risto Nikunlaakso, Eveliina Korkiakangas, Jaana Laitinen","doi":"10.1108/LHS-09-2024-0109","DOIUrl":"https://doi.org/10.1108/LHS-09-2024-0109","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of this paper is to investigate the experiences of engaging leadership and work recovery among preparers of a major health-care and social services reform in Finland in 2022; to investigate whether engaging leadership was associated with work recovery; and to investigate whether engaging leadership alleviated the harmful effect of job demands on work recovery.</p><p><strong>Design/methodology/approach: </strong>Altogether 258 reform preparers participated in four job well-being surveys. Means and paired <i>t</i>-test were used to measure engaging leadership and work recovery during the study period. Hierarchical multiple linear regression analysis was used to analyze associations between engaging leadership, job demands and recovery from work.</p><p><strong>Findings: </strong>Experiences of engaging leadership and recovery from work decreased during the study period. A change in engaging leadership had a small positive association with work recovery at endpoint. A change in job demands had a stronger association with work recovery at endpoint. Engaging leadership did not alleviate the association between job demands and recovery from work.</p><p><strong>Originality/value: </strong>This study expands previous work recovery literature by demonstrating that engaging leadership style can improve work recovery during health and social care reforms. However, engaging leadership style alone is insufficient to alleviate job demands, and therefore more effective management of job demands is needed. Practically, the findings can be used to plan and lead future reforms.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"38 5","pages":"35-47"},"PeriodicalIF":1.7,"publicationDate":"2025-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144032283","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Strengthening Lebanese health care: exploring the impact of organizational culture on employee loyalty through trust and job satisfaction.","authors":"Johnny Chaanine","doi":"10.1108/LHS-09-2024-0114","DOIUrl":"10.1108/LHS-09-2024-0114","url":null,"abstract":"&lt;p&gt;&lt;strong&gt;Purpose: &lt;/strong&gt;This study aims to examine the relationships between organizational culture, employee loyalty, trust and job satisfaction within the Lebanese health-care sector. It addresses the critical need to improve employee retention and organizational performance in a context marked by economic instability and political uncertainty. By analyzing data from 270 health-care professionals, the study aims to explore how different aspects of organizational culture - such as transparency, supportiveness and ethical leadership - affect employee trust and satisfaction. These factors, in turn, play a significant role in enhancing employee loyalty, which is crucial for reducing turnover and ensuring the stability of health-care services.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Design/methodology/approach: &lt;/strong&gt;The research used a quantitative methodology, gathering data from 270 health-care professionals across various private health-care institutions in Lebanon. A structured survey was used, and responses were analyzed using structural equation modeling (SEM) to test the proposed hypotheses. The SEM approach was chosen for its ability to evaluate both measurement and structural models, ensuring robust validation of the theoretical framework. Partial least squares (PLS-SEM) was specifically applied, given its suitability for smaller sample sizes and complex models. After screening and cleaning the data, the final sample size was 270, ensuring a representative and accurate analysis.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Findings: &lt;/strong&gt;The research findings reveal that a strong organizational culture significantly enhances employee loyalty, mediated by higher levels of trust and job satisfaction. Cultures characterized by transparency, supportiveness and ethical leadership are shown to build trust among employees, which directly contributes to greater job satisfaction. This satisfaction, in turn, plays a crucial role in strengthening employee loyalty, helping to reduce turnover rates and maintain organizational stability. The study underscores the importance of fostering a positive corporate culture as a strategic tool in health-care settings, particularly in challenging environments like Lebanon, to improve both employee engagement and overall performance.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Originality/value: &lt;/strong&gt;This study offers originality by focusing on the underexplored Lebanese health-care sector, particularly in the context of organizational culture's impact on employee loyalty, trust and job satisfaction. While much research has been conducted in more stable economies, this study addresses the unique socio-economic challenges faced by health-care institutions in Lebanon, including political instability and economic volatility. By using SEM, the research provides new insights into the critical role of transparent, supportive and ethically driven organizational cultures in enhancing employee engagement and retention. These findings offer both theoretical contributions and practical applicat","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"263-279"},"PeriodicalIF":1.7,"publicationDate":"2025-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142985145","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Testing the psychometric properties of the Authentic Leadership Questionnaire among nurses in Saudi Arabia.","authors":"Ohood Alkaabi, Yolanda Babenko-Mould, Michael Kerr, Lisa Cranley, Ahmad Aboshaiqah","doi":"10.1108/LHS-05-2024-0049","DOIUrl":"10.1108/LHS-05-2024-0049","url":null,"abstract":"<p><strong>Purpose: </strong>This paper aims to evaluate the psychometric properties of the \"rater\" version of the Authentic Leadership Questionnaire in nursing practice within the context of Saudi Arabia.</p><p><strong>Design/methodology/approach: </strong>The analysis of the psychometric properties of Avolio <i>et al.</i>'s Authentic Leadership Questionnaire (2007). This version of the Authentic Leadership Questionnaire was in the English language. A convenience sampling method was used to obtain data from 215 Saudi early career nurses working at public hospitals affiliated with the Ministry of Health in Saudi Arabia. Data analysis included assessing internal consistency (Cronbach's alpha) analysis and the exploratory factor analysis using the Statistical Package for Social Sciences version. Face and content validity were evaluated using a content validity index, and Mplus was also used to assess the factor structure of the Authentic Leadership Questionnaire by conducting confirmatory factors analysis.</p><p><strong>Findings: </strong>The results of psychometric testing of the Authentic Leadership Questionnaire provide initial support for the content and construct validity and internal reliability of the instrument among early career nurses in Saudi Arabia.</p><p><strong>Originality/value: </strong>The results supported that the 16 items of the rater's version of the Authentic Leadership Questionnaire measure nurses' perceptions of the authentic leadership of their leaders. The psychometric properties of the Authentic Leadership Questionnaire yield a valuable contribution to empirical research within the nursing population. The results of this study suggest that the Authentic Leadership Questionnaire will be useful for health service researchers and nursing leaders seeking to understand and capture authentic leadership qualities in Saudi Arabia.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"318-333"},"PeriodicalIF":1.7,"publicationDate":"2025-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143568498","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Transformational leadership in physical therapy: a qualitative study.","authors":"Jonathan William Ulrich, Tania Carlson Reis","doi":"10.1108/LHS-07-2024-0070","DOIUrl":"10.1108/LHS-07-2024-0070","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of this study is to explore the lived experience of leadership within outpatient physical therapists and to assess if the participants' lived experience of leadership is congruent with existing leadership theory.</p><p><strong>Design/methodology/approach: </strong>Qualitative, in-depth, semi-structured interviews were conducted with eight outpatient physical therapists within a single southeastern state of the USA to discuss their lived experience with leadership within their professional roles. The data was analyzed inductively through <i>in vivo</i> coding, second cycle coding and development of themes.</p><p><strong>Findings: </strong>The results of this study produced three themes surrounding the lived experience of leadership by outpatient physical therapists: How they lead, the important skills necessary to lead and the rewards of leadership.</p><p><strong>Research limitations/implications: </strong>The lived experience of outpatient physical therapists appears to be congruent with transformational leadership theory. Researchers should consider using the transformational leadership theory framework to investigate and assess the effectiveness of leadership within physical therapy.</p><p><strong>Originality/value: </strong>To the best of the authors' knowledge, this research is the first time that the perspectives of those living the experience of leadership in physical therapy have been sought out for their perspectives on what leadership is within the field, which has implications for future research, leadership development and assessment of effective leadership.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"230-244"},"PeriodicalIF":1.7,"publicationDate":"2025-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142923612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The relationship between inclusive leadership, organizational justice, work engagement and organizational citizenship behavior in healthcare workers.","authors":"Ayşe Akgerman, Duygu Gül, Betül Sönmez","doi":"10.1108/LHS-05-2024-0042","DOIUrl":"10.1108/LHS-05-2024-0042","url":null,"abstract":"<p><strong>Purpose: </strong>Based on social exchange theory, this study aims to determine the relationship between inclusive leadership in their managers and organizational justice perceived by healthcare workers and work engagement and organizational citizenship behavior.</p><p><strong>Design/methodology/approach: </strong>A cross-sectional and correlational study was performed by healthcare workers (<i>n</i> = 330) working in a city hospital for at least six months in Türkiye. Descriptive statistics, correlation and regression analysis were used in data analysis. The hypotheses were tested using Hayes' PROCESS macro (v4.1).</p><p><strong>Findings: </strong>It was determined that inclusive leadership had a positive significant effect on organizational justice, work engagement and organizational citizenship behavior; and organizational justice had a positive significant effect on work engagement and organizational citizenship behavior. In addition, it was found that work engagement also had a significant effect on organizational citizenship behavior. It was found that organizational justice had a partial mediating role between inclusive leadership and work engagement, while its mediating role between inclusive leadership and organizational citizenship behavior was not statistically significant. In addition, work engagement was found to have a partial mediating role in the effect of inclusive leadership on organizational citizenship behavior.</p><p><strong>Research limitations/implications: </strong>The limitations of this study can be summarized as follows: First, the data were collected from the employees in a hospital based on the self-reports of the participants. The fact that the study used a cross-sectional design limited the establishment of a causal relationship between variables. Since the study was planned during the COVID-19 period, the participants were reached through convenience sampling. Isolation measures due to the pandemic led to a lower response rate than expected. To reveal more generalizable results, it may be recommended to collect the data at different periods in future studies and to include different types of healthcare institutions.</p><p><strong>Practical implications: </strong>Inclusive leadership of the healthcare managers will lead to positive employee outcomes by preventing the disadvantages brought by internal conflict in the work environment.</p><p><strong>Originality/value: </strong>This study indicates that managers' inclusive leadership style will improve perceived organizational justice and work engagement and will lead employees to exhibit the desired extra-role behavior, such as organizational citizenship behavior.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"192-210"},"PeriodicalIF":1.7,"publicationDate":"2025-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142802686","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}