Leadership in Health Services最新文献

{"title":"Leadership styles and their outcomes: a study of a Nigerian hospital middle management nurses","authors":"T. Adunola","doi":"10.1108/lhs-05-2022-0058","DOIUrl":"https://doi.org/10.1108/lhs-05-2022-0058","url":null,"abstract":"\u0000Purpose\u0000This study was conducted to identify and explore the leadership styles and the leadership outcomes of the middle management nurses in a large tertiary hospital in Ibadan, the capital of Oyo state of Nigeria. This study aims to explore and describe the perception of staff nurses (SNs) about their nurse managers’ (NMs) leadership styles, to investigate the leadership outcomes of NMs as perceived by their SNs and to investigate what are the best predictors of the leadership outcomes among the perceived leadership styles.\u0000\u0000\u0000Design/methodology/approach\u0000Thirty-six variables of the MLQ-5X were compressed into the nine psychological constructs, as proposed by Avolio and Bass (2004). Four items of each of the nine sub-scales were combined together, to form the independent variables. The nine items of the leadership outcomes were compressed into three composite variables as: the Leader’s perceived influence as being effective in leading the group variable, it has four items; the Leader’s perceived influence as being satisfactory to the group being led variable, it has two items; and lastly, the Leader’s perceived influence to encourage the staff.\u0000\u0000\u0000Findings\u0000When all the three leadership sub-scales were combined as one total leadership outcome, the regression analysis showed that four leadership constructs were the predictors of the leadership outcome, that is, idealized attribute (ß = 0.173, p = 0.011), intellectual stimulation (ß = 0.171, p = 0.016), individualized consideration (ß = 0.240, p = 0.001) and contingent reward (ß = 0.194, p = 0.006). The coefficients and the p-values of the remaining five leadership constructs are as shown in Table 1.\u0000\u0000\u0000Research limitations/implications\u0000This study has many limitations. One, the respondents were not randomly sampled, so the results cannot be generalized outside of UCH, Nigeria. It is also a one-time survey.\u0000\u0000\u0000Practical implications\u0000Managers who regularly practice transformational leadership (TFL) would be able to encourage their SNs to put in their best for the greater good of the organization. In this study, three sub-scales of the TFL, that is, idealized attribute, intellectual stimulation and individualized consideration were found to be strong predictors of leadership outcomes. Leaders who are able to treat their staff with care and concern for the individual, able to mentor, advise, coach and develop their staff are likely to also see improved staff satisfaction and extra effort in staff performance. This is especially necessary in sub-Saharan African countries, including Nigeria.\u0000\u0000\u0000Social implications\u0000It is therefore strongly recommended that middle management nurses in UCH should continue to strive and improve on their TFL skills as well as their contingent reward styles of leadership. Vesterinen et al. (2012) said that NMs who can observe their own behaviour and its effects on employees can adjust to a better leadership style. In particular, individualized consideration skills such as coaching","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41944462","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":"Primary healthcare managers' perceptions of management competencies at different management levels in digital health services: secondary analysis.","authors":"Antti Ylitalo,&nbsp;Elina Laukka,&nbsp;Tarja Heponiemi,&nbsp;Outi Ilona Kanste","doi":"10.1108/LHS-07-2022-0078","DOIUrl":"https://doi.org/10.1108/LHS-07-2022-0078","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of this study is to describe primary health-care managers' perceptions of management competencies at different management levels in digital health services using the management competency assessment program as a framework.</p><p><strong>Design/methodology/approach: </strong>A secondary analysis study involving 21 semi-structured individual interviews was conducted among Finnish primary health-care managers at different management levels (frontline, middle and senior). The deductive framework method was used to analyze the data.</p><p><strong>Findings: </strong>Similarities and differences were found in management competencies between different levels of management. Competencies related to the use of digitalization were highlighted by managers at all management levels. Managers at all management levels were involved in developing digital solutions and supporting employees in using digital solutions in their work. Frontline and middle managers emphasized more issues related to day-to-day management and communication with employees, whereas senior managers highlighted the management of large entities.</p><p><strong>Research limitations/implications: </strong>In the secondary analysis, data were used for purposes other than originally intended. Therefore, the data are subject to limitations of the methodology applied and should be transferred to other contexts with caution.</p><p><strong>Practical implications: </strong>Identifying the management competencies needed to manage digital health services is important to target managers' training according to needs in the future.</p><p><strong>Social implications: </strong>The results could be used to develop the management of digital health services, as well as improve digital health services and their deployment.</p><p><strong>Originality/value: </strong>Previous literature mostly examined managers' informatics competencies and paid little attention to other management competencies. This study discusses more broadly the management competencies that digital health services require from managers at different levels of management.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10427973/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10013921","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A complex challenge with unclear improvement: the need for involvement, contextualization and facilitation when managers implement a leadership model.","authors":"Maria Lindberg, Bernice Skytt, Magnus Lindberg, Katarina Wijk, Annika Strömberg","doi":"10.1108/LHS-05-2022-0055","DOIUrl":"10.1108/LHS-05-2022-0055","url":null,"abstract":"<p><strong>Purpose: </strong>Management and leadership in health care are described as complex and challenging, and the span of control is known to be a key component in the manager's job demands. The implementation of change can be a challenge in health care, and managers often have roles as implementation leaders. Little attention has been given to how managers perceive the process of implementation. Thus, this study aims to explore second-line managers' perceptions of, prerequisites for and experiences from the implementation of changes in their manager's work conditions.</p><p><strong>Design/methodology/approach: </strong>A grounded theory-based qualitative design was used. Data were collected from a purposive sample of nine second-line managers by individual semi-structured interviews. The three stages of initial coding, focus codes and axial coding were used in data analysis.</p><p><strong>Findings: </strong>Three thematic areas were identified: engagement, facilitation and achievement. The second-line managers' descriptions suggest that the change work entails a complex challenge with an unclear result. Involvement, consideration for the context and facilitation are needed to be able to conduct a cohesive implementation process.</p><p><strong>Originality/value: </strong>This study findings outline that to succeed when implementing change in complex organizations, it is crucial that managers at different levels are involved in the entire process, and that there are prerequisites established for the facilitation and achievement of goals during the planning, implementation and follow-up.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10433968/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10026266","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Co-leadership to co-design in mental health-care ecosystems: what does it mean to us?","authors":"Alan Rosen,&nbsp;Douglas John Holmes","doi":"10.1108/LHS-06-2022-0065","DOIUrl":"https://doi.org/10.1108/LHS-06-2022-0065","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to demonstrate how service providers, service users and their families should be able to share the co-leadership, co-auspicing, co-ownership, and co-governance, of a the mental health-care ecosystem, at every level, as it develops upwards and wider, in a process of inclusivity, conviviality and polyphonic discourse, via the overlapping phases of co-creativity, codesign, co-production, co-delivery, co-evaluation, co-research and co-replication, to achieve outcomes of co-communal or organisational well-being.</p><p><strong>Design/methodology/approach: </strong>\"Co-design\" is shorthand code for encouraging multiple pathways and trajectories toward forming and sustaining a sparkling web or vibrant network of inclusive opportunities for stakeholder participation and a collaborative partnership in organizational development, in these circumstances, for more effective mental health services (MHSs).</p><p><strong>Findings: </strong>In a co-design framework, all partners should be entitled to expect and \"to have and to hold\" an ongoing equal stake, voice and power in the discourse from start to finish, in a bottom-up process which is fostered by an interdisciplinary leadership group, providing the strong foundation or nutrient-rich and well-watered soil and support from which a shared endeavor can grow, blossom and generate the desired fruit in ample quality and quantity.</p><p><strong>Originality/value: </strong>The authors should be working toward co-design and co-production of contemporary MHSs in a mental health-care ecosystem.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40373095","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":"Failure of crisis leadership in a global pandemic: some reflections on COVID-19 and future recommendations.","authors":"Justin Okoli,&nbsp;Nuno Paulino Arroteia,&nbsp;Adekunle I Ogunsade","doi":"10.1108/LHS-06-2022-0061","DOIUrl":"https://doi.org/10.1108/LHS-06-2022-0061","url":null,"abstract":"<p><strong>Purpose: </strong>Being a novel public health crisis, the COVID-19 pandemic presented world leaders with difficult options and some serious dilemmas that must somehow be negotiated. Whilst these leaders had limited knowledge about the coronavirus and how the pandemic would potentially evolve, they were still expected to make high-staked judgements amidst a range of uncertainties. The purpose of this paper is to explore the response strategies used by various world leaders from the perspective of crisis leadership within the public health domain.</p><p><strong>Design/methodology/approach: </strong>Secondary data was collected from research papers, policy reports and credible media outlets to examine the construct of crisis leadership within the context of the global pandemic.</p><p><strong>Findings: </strong>The paper identified three cognitive antecedents to the COVID-19 crisis leadership failures, which helped to explain why certain policy decisions were successful and why others were less so. On this basis, a clear dichotomy was drawn between highly rated leaders and their less successful counterparts in relation to the management and governance of the coronavirus pandemic.</p><p><strong>Originality/value: </strong>The uniqueness of this paper lies in its psycho-political approach, which offered insights into the cognitive undertones that underpin the three leadership failures that emerged from the distinct approaches used by world leaders to prepare for, respond to and recover from the COVID-19 pandemic. The practical recommendations proposed in this paper are hoped to aid better decision-making for leaders faced with the task of managing future public health crises.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40371653","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":"Mindfulness–based positive transformative leadership development for health organisations","authors":"D. Paul","doi":"10.1108/lhs-04-2022-0044","DOIUrl":"https://doi.org/10.1108/lhs-04-2022-0044","url":null,"abstract":"\u0000Purpose\u0000Positive transformative leadership development practices in health care are perhaps the most important pathway that, collectively, can be pursued while heading towards a post-corona virus disease 2019 world, and race towards 2030. As a practitioner paper, based on front line and leadership experience, this study aims to argue that we need transformational leaders who will go beyond knowing to practice and implementation. While the findings from research is presented from different organisations and companies, they all have something in common – people. Hence, important lessons can be extrapolated to health-related organisations in the future.\u0000\u0000\u0000Design/methodology/approach\u0000The approach is based on practical research findings based on the literature. The approach uses real practical examples from companies and organisations to demonstrate the need for a new, radical way forward.\u0000\u0000\u0000Findings\u0000The findings from the literature clearly indicate that mindfulness-based transformative leadership development program is a worthwhile investment for decision-makers and organisations. A new transformative leader for the future of health care needs to be developed with care with investment in that development.\u0000\u0000\u0000Research limitations/implications\u0000Implications of this paper show that health-care organisations need to begin this journey. There is a paucity in the literature to demonstrate the implementation of mindfulness-based transformative leadership development programs.\u0000\u0000\u0000Practical implications\u0000Organisations of the future face even greater challenges brought about by intelligent technology, new pandemics and even tighter government regulation. The time to prepare for such eventualities is now. This is not a choice but an imperative for organisations to know what to do rather than react with regret.\u0000\u0000\u0000Originality/value\u0000There is a paucity in the health-care literature that tracks, measures, and reports on the long-term results of a mindfulness-based transformative leadership development program. This needs to be addressed, and health care should be a leader in the field of mindfulness and transformative leadership of the future.\u0000","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"1 1","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41347849","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":"Servant leadership in relation to organizational justice and workplace deviance in public hospitals.","authors":"Muhammad Yasir,&nbsp;Azeem Jan","doi":"10.1108/LHS-05-2022-0050","DOIUrl":"https://doi.org/10.1108/LHS-05-2022-0050","url":null,"abstract":"<p><strong>Purpose: </strong>Leadership literature has identified that the servant leadership style can reduce employee negative work outcomes, even in challenging work environments like the health-care sector as nurses play an important role in the performance of a hospital. That is why, the efficiency and effectiveness of the nurses are believed to be directly linked to improved health benefits to the public. So, this study aims to investigate the inter-relationship between servant leadership, organizational justice and workplace deviance of nurses in public sector hospitals.</p><p><strong>Design/methodology/approach: </strong>A self-administrated questionnaire using a drop-and-collect method was used for collecting the data from nurses working in the public sector hospitals of Pakistan using a convenient sampling technique. In total, 370 questionnaires were distributed among the nursing staff, of which 201 completed and usable questionnaires were returned and used for data analysis. Further, the partial least squares structural equation modeling approach is used in this study using SmartPLS version 3 software to test the hypothesized model and determine the direct and indirect effects.</p><p><strong>Findings: </strong>Results showed a negative relationship between servant leadership and workplace deviance, positive relationship between servant leadership and organizational justice, negative relationship between organizational justice and workplace deviance and that organizational justice mediates in the relationship between servant leadership and workplace deviance.</p><p><strong>Practical implications: </strong>This study provides valuable recommendations and practical implications to address the nurses' deviant workplace behaviors in the public sector hospitals of Pakistan.</p><p><strong>Originality/value: </strong>This study is novel as it shows the significance of servant leadership behavior which has the ability to positively influence organizational justice perception leading to less likelihood of the emergence of nurses' deviant workplace behavior, specifically in the context of public sector hospitals of Pakistan.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40360234","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":"Hear me, see me, trust you – job burnout and disengagement of Australian aged care workers","authors":"R. Olley","doi":"10.1108/lhs-07-2022-0080","DOIUrl":"https://doi.org/10.1108/lhs-07-2022-0080","url":null,"abstract":"\u0000Purpose\u0000The themes that emerged from the qualitative data of a mixed methods study that explored the effects of leadership style on the job satisfaction of aged care workers.\u0000\u0000\u0000Design/methodology/approach\u0000The study is a mixed methods study with the qualitative approach informing the interpretative phenomenological analysis from the transcripts of semi-structured interviews.\u0000\u0000\u0000Findings\u0000Three themes related to the effects of leadership style on job satisfaction of aged care employees emerged from the IPA. These themes were, The Context of Aged Care, Employee Engagement and Voice and Leader Behaviour. Job burnout and organisational disengagement were prevalent in participants of the qualitative study.\u0000\u0000\u0000Research limitations/implications\u0000The research deployed quantitative measurements to determine the differences between aged care leaders and their followers and used these to explore participants’ lived experiences and how they made sense of their personal and social worlds at work. In the quantitative study, there may be an overstatement of the strength of the relationship between variables among those motivated to participate in the study. The qualitative study requires the researcher to be thorough in describing the research context, and it may be that those who wish to transfer the results of this study to a different one are responsible for making the judgement on the suitability of the transferability of findings.\u0000\u0000\u0000Practical implications\u0000Decreasing job disengagement and burnout will positively impact reducing attrition and turnover and, thus, the availability of the aged care workforce. It will inform leadership development programs and training in aged care and other health and social care sectors.\u0000\u0000\u0000Social implications\u0000The workforce is a primary consideration for aged care in Australia and globally. Reducing burnout and disengagement will reduce workforce attrition, thus, improving the care for some of the most vulnerable in the population.\u0000\u0000\u0000Originality/value\u0000This report is from original research with ethical clearance from a university human research ethics committee contributing to the knowledge of leadership practice in aged care in Australia.\u0000","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41617469","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":"Proposal of a service delivery model for supported living community forensic services.","authors":"Anna Wark,&nbsp;Neil Gredecki","doi":"10.1108/LHS-03-2022-0031","DOIUrl":"https://doi.org/10.1108/LHS-03-2022-0031","url":null,"abstract":"<p><strong>Purpose: </strong>Following serious case review, the Transforming Care agenda (DH, 2015) highlights the need for adults with learning disabilities, autism, mental health issues or behaviors that challenge to be supported within communities rather than hospitals. Poor or absent leadership has been identified as contributing to serious cases of abuse in health-care settings [Department of Health (DH), 2012]. This paper aims to focus on identifying the elements required for good leadership and service delivery in community forensic services (CFS).</p><p><strong>Design/methodology/approach: </strong>The perspectives of 12 support workers working in CFS were obtained through semi-structured interviews.</p><p><strong>Findings: </strong>Thematic analysis identified two predominant themes, namely, authentic leadership and effective team practice. A culture of trust and learning occurs when teams are well led. This culture leads to consistent practice which benefits services users and reduces risk of poor practice. Analysis suggests a framework for service delivery which is complimented by aspects of the Total Attachment model.</p><p><strong>Research limitations/implications: </strong>The data set was collected from the same organisation and views may have been aligned to existing organisational policy. However, the sample was taken across different teams and geographical locations to collate more generalised experiences of team dynamics. The lead researcher works for the organisation and this dual role may have affected the candour with which individuals shared information during interviews.</p><p><strong>Practical implications: </strong>Using a model to understand the functional dynamics of teams within CFS may support leaders and practitioners to improve service delivery.</p><p><strong>Social implications: </strong>Improving service delivery within CFS may increase opportunity to meet the Transforming Care Agenda.</p><p><strong>Originality/value: </strong>This paper examines staff perspectives and the application of theoretical frameworks to propose a unique service delivery model for supported living within CFS.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9315883","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 health-care leaders in collaborative entrepreneurial model to achieve UNSDG: a qualitative study.","authors":"Prashant Sunil Borde,&nbsp;Ridhi Arora,&nbsp;Sanjeeb Kakoty","doi":"10.1108/LHS-03-2022-0032","DOIUrl":"https://doi.org/10.1108/LHS-03-2022-0032","url":null,"abstract":"<p><strong>Purpose: </strong>The agglomeration of specialist health-care facilities has often been restricted to metropolitan areas. This study aims to understand how health-care professionals with transformational leadership behaviors and entrepreneurial aims with a similar vision and expertise play pertinent roles in providing essential specialized health care in rural and semi-urban areas and achieving the United Nations Sustainable Development Goals (UNSDGs).</p><p><strong>Design/methodology/approach: </strong>Qualitative synthesis using focused-group discussions and interviews was conducted in a phased manner. For this, this study has used stakeholder-theory, and dynamic-capabilities approaches.</p><p><strong>Findings: </strong>This study explores the intricacies of collaborative entrepreneurship (CE)-based health-care ventures in developing regions and reveals five pertinent attributes: strategic control, synergy, commitment, empathy and satisfaction. This study recommends that entrepreneurial collaboration, especially by transformational health-care leaders, can significantly contribute to creating an endogenous health-care ecosystem with advanced facilities and technology-enabled modern infrastructure and augmenting regional development.</p><p><strong>Research limitations/implications: </strong>This study was conducted in semi-urban settings in India. Future research should include other sectors and regions to generalize the findings.</p><p><strong>Practical implications: </strong>This study benefits health-care professionals having an analogous vision, skills and entrepreneurial aims.</p><p><strong>Social implications: </strong>Collaboration of health-care professionals and using transformational leadership behaviors can considerably contribute to providing specialist health care in developing areas and enhance patient satisfaction.</p><p><strong>Originality/value: </strong>To the best of the authors' knowledge, this is the first study to discuss the importance of CE in health care in developing areas. In addition, it discusses the benefits of the CE model in achieving the UNSDGs and offers valuable suggestions for health-care professionals and administrators.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"33457524","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}