Leadership in Health Services最新文献

{"title":"The silent struggle of employees under toxic leadership in the healthcare sector.","authors":"Esin Yucel, Burcu Arsan, Murad Canbulut","doi":"10.1108/LHS-12-2025-0214","DOIUrl":"https://doi.org/10.1108/LHS-12-2025-0214","url":null,"abstract":"<p><strong>Purpose: </strong>Employee silence is a significant organisational issue that can adversely affect effective communication, organisational learning and patient safety in healthcare organisations. Although existing research has revealed significant associations between toxic leadership and employee silence, it has not yet been sufficiently clarified under which conditions this relationship is strengthened, particularly in the context of healthcare services. This study aims to examine the relationship between toxic leadership and employee silence in the Turkish healthcare sector and to assess the moderating role of work-related stress in this relationship.</p><p><strong>Design/methodology/approach: </strong>A sequential mixed-methods design was employed. Quantitative data were collected through a questionnaire completed by 161 healthcare workers, whilst qualitative data were obtained through semi-structured interviews with 14 doctors.</p><p><strong>Findings: </strong>The quantitative findings indicate that toxic leadership has a positive effect on employee silence and that different dimensions of work-related stress reinforce this relationship. The qualitative findings reveal that organisational hierarchies, communication barriers and organisational culture further reinforce employee silence in a toxic leadership environment.</p><p><strong>Originality/value: </strong>By highlighting the moderating role of work-related stress in the healthcare context, this study provides a more comprehensive explanation of the conditions under which the relationship between toxic leadership and employee silence is strengthened. The findings also contribute to managerial practices aimed at promoting employee voice in healthcare organisations.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"1-28"},"PeriodicalIF":2.3,"publicationDate":"2026-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149116343","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":"Medical leadership between motivation and organisational support: findings from a contemporary survey.","authors":"Ambra Cerri, Moreno Zanardo, Federico Lega, Elena Bottinelli, Lorenzo Menicanti, Giovanni Vincenzo Biondi-Zoccai, Giuseppe Biondi-Zoccai","doi":"10.1108/LHS-02-2026-0032","DOIUrl":"https://doi.org/10.1108/LHS-02-2026-0032","url":null,"abstract":"&lt;p&gt;&lt;strong&gt;Purpose: &lt;/strong&gt;Medical leadership is essential for high-value care, yet organisational conditions remain variable. This study aims to examine whether clinicians' motivation and perceived readiness to lead are matched by enabling infrastructures (e.g. protected time, decision support and shared-governance routines) and how gaps relate to perceived impact and clinician wellbeing.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Design/methodology/approach: &lt;/strong&gt;The authors conducted an anonymous, cross-sectional online survey distributed internationally via professional networks and snowball sampling. Descriptive analyses compared clinicians and non-clinician leaders on five-point Likert items. Exploratory models assessed associations between cumulative \"support deficits\", perceived leadership impact and stress/burnout. In addition, a Shared-Governance Alignment Index was constructed. The survey was open from 4 November 2025 to 17 December 2025 and eligible respondents were clinicians or non-clinician healthcare leaders able to report on leadership, organisational support or clinician-administrator collaboration within their healthcare setting.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Findings: &lt;/strong&gt;A total of 143 responses were analysed (107 clinicians; 36 non-clinician leaders), predominantly from Italy (76%). Clinicians reported strong interest in leadership roles [median 5 (4-5); 88% agree/strongly agree] and high self-rated preparedness [median 4 (4-5); 80% agree/strongly agree], but limited organisational supports, particularly protected time for leadership/quality improvement [median 2 (1-3)] and constrained access to decision support tools [median 3 (2-4)]. Increasing cumulative support deficits showed a dose-response relationship with lower perceived leadership impact (e.g. endorsement that leadership improves care quality: 94% with 0 deficits versus 53% with 2 deficits) and higher odds of stress/burnout. Clinicians also rated shared-governance conditions less favourably than non-clinician leaders, indicating persistent perceptual misalignment in clinician-administrator collaboration.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Research limitations/implications: &lt;/strong&gt;This study used a voluntary, cross-sectional survey, limiting causal inference and increasing susceptibility to self-selection, common method and social desirability biases. Measures relied on self-report rather than objective indicators of governance quality, decision-support availability or performance outcomes. The international, network-based sampling may under-represent some regions, specialties and non-clinician perspectives. Nonetheless, findings generate testable propositions for longitudinal and mixed-methods research examining how protected time, shared-governance routines and decision-support infrastructure influence leadership effectiveness and clinician wellbeing and whether closing the motivation-support gap improves organisational outcomes. Future studies should incorporate administrative data.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Practical implicat","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"1-17"},"PeriodicalIF":2.3,"publicationDate":"2026-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149082053","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":"Buffering role of resilience: exploring the likely impact of exploitative leadership on workplace deviance behavior via emotional exhaustion.","authors":"Shakir Hussain, Kokab Manzoor, Kiran Naz, Junaid Jahangir","doi":"10.1108/LHS-02-2026-0037","DOIUrl":"https://doi.org/10.1108/LHS-02-2026-0037","url":null,"abstract":"<p><strong>Purpose: </strong>The dynamic nature of the current corporate world has made employee reactions to leadership crucial to the sustainability of organizations. Emotional exhaustion (EE) that leads to deviant behaviors (DB) in the workplace is promoted by exploitative leaders (EL) who do not consider the needs of employees but pursue personal benefits. Nonetheless, more resilient employees are better positioned to cushion these negative impacts. Thus, grounded in conservation of resources (COR) theory, this study aims to examine how EL promotes DB at work, considering EE as a mediating variable and Resilience (RB) as a moderator.</p><p><strong>Design/methodology/approach: </strong>It was quantitative cross-sectional research using a survey technique to gather data from 385 middle- and lower-level employees of hospitals. The response rate was 79%, and data were analyzed using SPSS. The structural equation modeling analysis was also used using SMART PLS 4.</p><p><strong>Findings: </strong>Findings of this study based on male responses (72%) and female responses (27.3%) revealed that the effect of EL on deviance (β = 0.477, p < 0.01) and EE (β = 0.510, p < 0.01) is significant. Meanwhile, EE is a strong predictor of deviance (β = 0.428, p < 0.01), and resilience buffers the effect as a moderator (β = 0.104, p < 0.006) between EL and exhaustion.</p><p><strong>Originality/value: </strong>Thus, exploitative behaviors and employee resilience as a way to buffer counterproductive actions are identified as key areas of focus for reducing such negative actions. It highlights the negative side of leadership, revealing that EE explains the relationship between leadership and negative outcomes, and that the leader's psychological resources can reduce these negative effects.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"1-16"},"PeriodicalIF":2.3,"publicationDate":"2026-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149070470","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":"Developing leaders, strengthening systems: evaluation of a multidisciplinary healthcare leadership programme.","authors":"Juliette Catherine Phillipson, Mary Fenwick, Ivan Spehar, Oscar Lyons","doi":"10.1108/LHS-12-2025-0210","DOIUrl":"https://doi.org/10.1108/LHS-12-2025-0210","url":null,"abstract":"<p><strong>Purpose: </strong>Evaluations of healthcare leadership development programmes often rely on short-term self-report and rarely examine organisational impact. This study aims to evaluate four cohorts of the multidisciplinary emerging leaders programme (ELP), using a theory-informed mixed-methods design with longitudinal follow-up across all four Kirkpatrick levels (reaction, learning, behaviour and results).</p><p><strong>Design/methodology/approach: </strong>The programme consisted of seven or eight full-day workshops and included team quality improvement (QI) projects as the experiential learning element. Ninety-four participants from multidisciplinary backgrounds within Oxford University Hospitals NHS Foundation Trust completed the programme. Qualitative data included 39 reflective essays and 21 semi-structured interviews conducted 3-4 years post-programme. These data were analysed using Braun and Clarke's approach to thematic analysis. Quantitative data included workshop ratings, pre/post affective commitment scale (ACS), turnover intention scale (TIS-6) and an adapted medical leadership competency framework questionnaire (MLCFQ). 86 (91%) completed pre- and 72 (77%) completed post-programme questionnaires, resulting in 55 (58%) paired questionnaires. Results were compared using Wilcoxon signed-rank tests, adjusted for multiple comparisons.</p><p><strong>Findings: </strong>Participants reported improvements in leadership knowledge, confidence and emotional intelligence. There were significant improvements across all MLCFQ domains (median change + 0.6 to + 0.9; adjusted p < 0.005 for each). Participants reported application of QI tools, stakeholder engagement, conflict management and distributed leadership. The ACS and TIS-6 showed no significant pre/post changes. Participants described sustained service improvements and system contributions, including redesigned patient pathways, team processes, externally funded innovations and initiatives that maintained service continuity.</p><p><strong>Originality/value: </strong>This study demonstrates an evolving and sustained impact of the ELP, with outcomes extending beyond individual capability gains to behavioural change and organisational benefits.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"1-17"},"PeriodicalIF":2.3,"publicationDate":"2026-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148473459","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":"Impact of compassionate leadership on work-related stress: a study among psychiatry professionals at a hospital in Malta.","authors":"Caroline Vassallo, Clare Holt","doi":"10.1108/LHS-09-2025-0160","DOIUrl":"10.1108/LHS-09-2025-0160","url":null,"abstract":"<p><strong>Purpose: </strong>Work-related stress significantly impacts mental healthcare professionals' well-being, team effectiveness and job performance. This study aims to explore how more compassionate leadership may help reduce work-related stress within a psychiatric hospital in the Mediterranean island of Malta.</p><p><strong>Design/methodology/approach: </strong>Six psychiatry professionals (registered or in-training psychiatrists) were recruited and separately interviewed about their experiences, challenges and views on compassionate leadership in their place of work. The interviews were digitally recorded, transcribed verbatim and analyzed using reflexive thematic analysis.</p><p><strong>Findings: </strong>The findings revealed significant obstacles to a supportive work environment, including widespread apathy and resistance to change. Participants also showed limited awareness of existing support systems, pointing to issues with resource allocation and staffing. Key stressors identified were poor team dynamics, inadequate communication and resource scarcity. To address these, professionals stressed the need for resilience training, improved supervision and external psychological support.</p><p><strong>Originality/value: </strong>This study concludes that a more compassionate leadership can lessen work-related stress, cultivate a positive workplace and drive systemic change. Practical recommendations include better promotion of support services, tailored mentoring and initiatives to destigmatize seeking help. This research adds to the evidence supporting compassionate leadership in healthcare, offering insights for better leadership strategies.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"309-328"},"PeriodicalIF":2.3,"publicationDate":"2026-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147285451","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":"Development and psychometric validation of the distributed leadership scale for nurses.","authors":"Fatma Demirkaya, Ece Uysal Kasap","doi":"10.1108/LHS-11-2025-0177","DOIUrl":"10.1108/LHS-11-2025-0177","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to develop a new scale to measure nurses' perceptions of distributed leadership and to test its psychometric properties. Distributed leadership remains an understudied concept in the context of nursing, and no distributed leadership scale specifically tailored for nurses has been identified.</p><p><strong>Design/methodology/approach: </strong>This is a cross-sectional, methodological, descriptive and correlational study. The development of this scale and the determination of its psychometric properties were carried out in three stages. First, a literature review was conducted. In the second stage, a preliminary evaluation of the items was performed. In the third stage, the psychometric properties were assessed. The study evaluated the scale's face, content and construct validity, as well as its internal consistency and test-retest reliability. The psychometric properties of the scale were evaluated in a sample of 550 nurses employed at a state hospital affiliated with the Ministry of Health in Turkey. Data were collected between December 2024 and April 2025.</p><p><strong>Findings: </strong>The content validity index of the scale was 0.86. According to the principal axis factor, the scale consisted of 26 items and three subdimensions, accounting for 62.20% of the total variance. The confirmatory factor analysis indicated that the fit indices were at an acceptable level for this structure. Reliability analysis demonstrated good internal consistency. The test-retest results indicated that the scale possesses temporal stability.</p><p><strong>Originality/value: </strong>The distributed leadership scale for nurses is a valid and reliable instrument for measuring nurses' perceptions of distributed leadership. It provides a comprehensive assessment through three subdimensions: collaborative management, leadership skills and collegial support.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"365-383"},"PeriodicalIF":2.3,"publicationDate":"2026-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147677481","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":"Enhancing hospital logistics through service modularity.","authors":"Tengiz Verulava, Giorgi Kurtanidze","doi":"10.1108/LHS-10-2025-0173","DOIUrl":"10.1108/LHS-10-2025-0173","url":null,"abstract":"&lt;p&gt;&lt;strong&gt;Purpose: &lt;/strong&gt;Health-care organizations face the dual challenge of reducing costs while improving service quality, making hospital logistics a key area for innovation. This study aims to examine how service modularity, originating in manufacturing and service operations, can be applied to hospital logistics to enhance efficiency, flexibility and staff experience.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Design/methodology/approach: &lt;/strong&gt;A qualitative multi-case study was conducted across eight hospitals in Georgia. Data were collected through 15 semi-structured interviews, 4 focus groups and document analysis. The data were analyzed using NVivo software.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Findings: &lt;/strong&gt;Three interrelated dimensions of modularity were identified: division and classification of services and materials; process differentiation, including automation and decoupling of support functions from clinical work; and organizational centralization and specialization. These arrangements were associated with improved efficiency, cost control and enhanced staff experience by reducing health-care workers' involvement in routine logistical tasks. Implementation challenges included communication gaps, resistance to standardization and outdated Information and Communication Technology systems. The effectiveness of modularity depended on organizational readiness, technological capacity and staff engagement.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Research limitations/implications: &lt;/strong&gt;This study has several limitations. First, it is based on a qualitative case study of eight hospitals in Georgia, which limits generalizability. Second, hospitals were selected based on their engagement in logistics innovation, potentially introducing selection bias. Third, findings rely on self-reported experiences rather than objective performance measures. Finally, the focus on logistics processes excludes direct analysis of clinical workflows and patient outcomes. Future research should address these limitations through mixed-method and comparative designs.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Practical implications: &lt;/strong&gt;The findings indicate that modular logistics arrangements benefit a broad range of health-care workers, including nurses, physicians, pharmacists, logistics professionals and administrative staff. By clarifying interfaces and reallocating support tasks away from clinical workflows, modularity improves staff experience and operational transparency while generating efficiency gains. Hospital managers should view modular logistics as an organizational design choice rather than a purely technical intervention, ensuring alignment with digital infrastructure and staff engagement strategies.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Social implications: &lt;/strong&gt;At the societal level, improved staff experience and operational efficiency may indirectly contribute to better patient outcomes and quality of care. By reducing unnecessary operational strain on health-care workers across professional groups, modular logistics supports a more sustainable ","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"384-400"},"PeriodicalIF":2.3,"publicationDate":"2026-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147677616","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 professional role identity of physical therapists serving in senior leadership positions.","authors":"Christopher Wiedman, Emily S Becker, Erica Kiernan","doi":"10.1108/LHS-04-2025-0059","DOIUrl":"10.1108/LHS-04-2025-0059","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of this study is to investigate how physical therapists (PTs) make meaning of their professional role identity (PRID) when serving in senior leadership positions. Consistencies between PT clinician and leader identities have been found to reduce role conflict in new physical therapy leaders with direct contact to front-line patient care. It remains unclear how PTs who serve in senior positions make meaning of their identity when fully removed from direct contact with point of care delivery.</p><p><strong>Design/methodology/approach: </strong>A qualitative, phenomenological methodology was used in this study. Participants were recruited via purposeful sampling. Data was collected using three, semi-structured, qualitative interviews. Researchers analyzed the data by developing open codes into focused codes then developing themes which answered the research question.</p><p><strong>Findings: </strong>Six individuals participated in this study. Six themes were identified through qualitative analysis. Participants made meaning of their PRID in senior leadership positions by (1) applying intrinsic drive, (2) leading with emotional intelligence, (3) building, maintaining and leveraging their network, (4) exercising agency, (5) revising view of self as a PT and (6) establishing a more expansive PRID.</p><p><strong>Originality/value: </strong>To the best of the authors' knowledge, this is believed to be the first study of its kind to investigate the PT PRID in senior leadership positions. This study highlights the congruence between the physical therapist professional identity and that of a senior leader. The findings of this study highlight avenues for future research and practical suggestions for the employment of PTs in senior leadership positions.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"401-415"},"PeriodicalIF":2.3,"publicationDate":"2026-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147976283","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 transformational leadership and nurses' attitudes toward patient advocacy in Jordanian governmental hospitals.","authors":"Rawa Al-Abade, Mohammad R Alosta, Islam Ali Oweidat, Mohammad Abuadas","doi":"10.1108/LHS-09-2025-0148","DOIUrl":"10.1108/LHS-09-2025-0148","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to examine the relationship between transformational leadership and nurses' attitudes toward patient advocacy in Jordanian governmental hospitals.</p><p><strong>Design/methodology/approach: </strong>This study used a descriptive, cross-sectional correlational design. Convenience sampling was used to collect data from 127 nurses working in three governmental hospitals in Jordan. Data were collected between December 2024 and January 2025 using validated tools, including the multifactor leadership questionnaire (MLQ) and the patient advocacy attitudes scale.</p><p><strong>Findings: </strong>Nurses perceived transformational leadership within their hospitals at a moderate level (M = 47.4, SD ± 17.0), and they reported moderate to high attitudes toward patient advocacy (M = 3.4, SD ± 0.6). Transformational leadership and advocacy attitudes showed a statistically significant positive correlation (r = 0.2, p = 0.02). Perceived transformational leadership and participation at patient rights workshops significantly predicted nurses' advocacy attitudes.</p><p><strong>Practical implications: </strong>These findings emphasize the importance of implementing targeted leadership development and advocacy training in Jordanian healthcare settings. Healthcare administrators should integrate leadership development programs and structured training on patient rights into ongoing professional development and institutional policies.</p><p><strong>Originality/value: </strong>To the best of the authors' knowledge, this study is among the first in the Middle East to examine the relationship between transformational leadership and nurses' attitudes toward advocacy. Findings from Jordanian government hospitals contribute to the global evidence of how leadership behaviors shape ethical nursing practice, underscoring the importance of leadership development and patient rights education to promote advocacy and patient-centered care.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"350-364"},"PeriodicalIF":2.3,"publicationDate":"2026-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147475841","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":"Corrigendum: A new paradigm: culturally competent leadership for indigenous health care.","authors":"","doi":"10.1108/LHS-06-2026-0117","DOIUrl":"10.1108/LHS-06-2026-0117","url":null,"abstract":"","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":"483"},"PeriodicalIF":2.3,"publicationDate":"2026-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148228205","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}