Skip to content
EvidenceHelixEvidenceLib · Scientific Encyclopedia
⌘ K

Scientific library

EvidenceLib encyclopediaAll articles A–Z2,835Open textbooks209Open-access articles1,406Cancer study catalog458How it is made

My workspace this browser

Saved pages0Notes & annotations0

Recently viewed

Explore by field

Cancer and Oncology182Genetics and Genomics170Neuroscience185Cardiovascular Medicine180Immunology142Pharmacology173Molecular Biology161Infectious Diseases150Rare and Inherited Diseases181Clinical Research173Anatomy and Physiology613Drugs and Chemicals621Psychiatry and Psychology185Public Health and Nutrition178Diagnostics and Medical Technology125Respiratory Medicine113Digestive System and Liver91Metabolism and Endocrine Disease177Bones, Joints, Muscles and Skin213Kidney, Urology and Women's Health173Eye, Ear, Nose and Throat55
Plans & pricingCompare EvidenceHelix workspace plans
Library›Open textbooks›Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis›References

Continue where you left off ()

Explore more with EvidenceHelix Workspace

Compare studies, analyze evidence and create research reports with premium tools.

Explore Researcher plans

Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis · References

References

CC BY 4.0 · NIHR Journals Library · approximately 66 min read

  1. Harris R, Fletcher S, Sims S, Ross F, Brearley S, Manthorpe J. Understanding key mechanisms of successfully leading integrated team-based services in health and social care: protocol for a realist synthesis. BMJ Open 2020;10:e038591. 10.1136/bmjopen-2020-038591
  2. Sims S, Fletcher S, Brearley S, Ross F, Manthorpe J, Harris R. What does success look like for leaders of integrated health and social care systems? A realist review. Int J Integr Care 2021;21:26. 10.5334/ijic.5936
  3. Jagosh J, Macaulay AC, Pluye P, Salsberg J, Bush PL, Henderson J, et al. Uncovering the benefits of participatory research: implications of a realist review for health research and practice. Milbank Q 2012;90:311–46. 10.1111/j.1468-0009.2012.00665.x22709390
  4. Astbury B, Leeuw FL. Unpacking black boxes: mechanisms and theory building in evaluation. Am J Eval 2010;31:363–81. 10.1177/1098214010371972
  5. Dalkin SM, Greenhalgh J, Jones D, Cunningham B, Lhussier M. What’s in a mechanism? Development of a key concept in realist evaluation. Implement Sci 2015;10:49. 10.1186/s13012-015-0237-x25885787
  6. Wong G, Greenhalgh T, Westhorp G, Buckingham J, Pawson R. RAMESES publication standards: realist syntheses. BMC Med 2013;11:21. 10.1186/1741-7015-11-2123360677
  7. NHS England. The NHS Five-year Forward View. 2014. URL: www.england.nhs.uk/wp-content/uploads/2014/10/5yfv-web.pdf (accessed 17 November 2020).
  8. NHS England. The NHS Long Term Plan. London: NHS England; 2019. URL: www.longtermplan.nhs.uk/wp-content/uploads/2019/08/nhs-long-term-plan-version-1.2.pdf (accessed 17 November 2020).
  9. Ham C. Making Sense of Integrated Care Systems, Integrated Care Partnerships and Accountable Care Organisations in the NHS in England. London: The King’s Fund; 2018.
  10. Fillingham D, Weir B. System Leadership Lessons and Learning from AQuA’s Integrated Care Discovery Communities. London: The King’s Fund; 2014.
  11. Goodwin N, Stein V, Amelung V. What is Integrated Care? In Amelung V, Stein V, Goodwin N, Balicer R, Nolte E, Suter E, editors. Handbook Integrated Care, Cham: Springer Publishing; 2017. 10.1007/978-3-319-56103-5_1
  12. National Voices. A Narrative for Person Centred Coordinated (Integrated) Care. London: NHS England; 2013. URL: www.nationalvoices.org.uk/sites/default/files/public/publications/narrative-for-person-centred-coordinated-care.pdf (accessed 17 November 2020).
  13. Stein K, Reider A. Integrated care at the crossroads – defining the way forward. Int J Integr Care 2009;9:e10. 10.5334/ijic.31519513179
  14. UK Government. Mental Health Act 1983. URL: https://www.legislation.gov.uk/ukpga/1983/20/contents (accessed 4 March 2022).
  15. Department of Health and Social Care. Working for Patients. London: HMSO; 1989.
  16. UK Government. Health Authorities Act 1995. URL: https://www.legislation.gov.uk/ukpga/1995/17/contents (accessed 4 March 2022).
  17. Department of Health and Social Care. Shifting the Balance of Power within the NHS. London: HMSO; 2001.
  18. Department of Health and Social Care. Our Health, Our Care, Our Say: A New Direction for Community Services. London: HMSO; 2006.
  19. Department of Health and Social Care. High Quality Care for All: NHS Next Stage Review Final Report. London: HMSO; 2008.
  20. NHS Future Forum. Information: A Report from the NHS Future Forum. London: Department of Health and Social Care; 2012. URL: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/216424/dh_132086.pdf (accessed 17 November 2020).
  21. The Health Foundation. The History of the NHS, Social Care and Public Policy. 2018. URL: https://navigator.health.org.uk/ (accessed 17 November 2020).
  22. Shaw A, Levenson R. Towards Integrated Care in Trafford. London: The Nuffield Trust; 2011. URL: www.nuffieldtrust.org.uk/files/2017-01/towards-integrated-care-in-trafford-web-final.pdf (accessed 17 November 2020).
  23. Lorne C, Allen P, Checkland K, Osipovic D, Sanderson M, Hammond J, et al. Integrated Care Systems: What Can Current Reforms Learn from Past Research on Regional Coordination of Health and Care in England? A Literature Review. London: London School of Hygiene & Tropical Medicine; 2019.
  24. The King’s Fund. The Future of Leadership and Management in the NHS: No More Heroes. London: The King’s Fund; 2011.
  25. Iliffe S, Manthorpe J. Service integration through medical leadership in England’s NHS. J Integr Care 2018;26:77–86. 10.1108/JICA-10-2017-0037
  26. Dopson S, Harrison A, Mark A. Leading Health Care Organisations. Basingstoke: Palgrave Macmillan; 2003.
  27. Dopson S, Ferlie E, McGivern G, Fischer M, Ledger J, Behrens S, et al. The Impact of Leadership and Leadership Development in Higher Education: A Review of the Literature and Evidence. London: Leadership Foundation for Higher Education; 2016.
  28. NHS Leadership Academy. Clinical Leadership Competency Framework. Coventry; Institute for Innovation and Improvement; 2011.
  29. Drucker P. Managing in the Next Society. New York, NY: Truman Talley Books, St Martin’s Griffin; 2002.
  30. Ahmed N, Ahmed F, Anis H, Carr P, Gauher S, Rahman F. An NHS Leadership Team for the Future. London: Reform Research Trust; 2015.
  31. Smith T, Fowler-Davis S, Nancarrow S, Ariss SMB, Enderby P. Leadership in interprofessional health and social care teams: a literature review. Leadersh Health Serv 2018;31:452–67. 10.1108/LHS-06-2016-0026
  32. Francis R. Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry. London: The Stationery Office; 2013.
  33. Reeves S, MacMillan K, van Soeren M. Leadership within interprofessional health and social care teams: a socio-historical overview of some key trials and tribulations. J Nurs Manag 2010;18:258–64. 10.1111/j.1365-2834.2010.01077.x20546465
  34. Borkowski N. Organizational Behavior in Health Care. Burlington, MA: Jones & Barlett Learning; 2015.
  35. Naylor R, Dorrell S, Everington S. Ending the Crisis in NHS Leadership: A Plan for Renewal. London: Health Service Journal Future of NHS Leadership; 2015.
  36. West M, Eckert R, Steward K, Pasmore B. Delivering a Collective Leadership Strategy for Health Care. Greensboro, NC: Center for Creative Leadership and The King’s Fund; 2014. 10.35613/ccl.2014.1013
  37. Forder J, Caiels J, Harlock J, Wistow G, Malisauskaite G, Peters M, et al. A System Level Evaluation of the Better Care Fund: Final Report. Canterbury: Quality and Outcomes of Person-centred Care Policy Unit; 2018.
  38. Kirst M, Im J, Burns T, Baker GR, Goldhar J, O’Campo P, et al. What works in implementation of integrated care programs for older adults with complex needs? A realist review. Int J Qual Health Care 2017;29:612–24. 10.1093/intqhc/mzx09528992156
  39. Pawson R, Greenhalgh T, Harvey G, Walshe K. Realist Synthesis: An Introduction. RMP Methods Paper 2. 2004. URL: www.betterevaluation.org/sites/default/files/RMPmethods2.pdf (accessed 17 November 2020).
  40. Greenhalgh T, Wong G, Westhorp G, Pawson R. Protocol – realist and meta-narrative evidence synthesis: evolving standards (RAMESES). BMC Med Res Methodol 2011;11:115. 10.1186/1471-2288-11-11521843376
  41. Pawson R. Digging for nuggets: how ‘bad’ research can yield ‘good’ evidence. Int J Soc Res Methodol 2006;9:127–42. 10.1080/13645570600595314
  42. Abouljoud M, Ryan M, Eshelman A, Bryce K, Jesse MT. Leadership perspectives on integrating psychologists into specialty care clinics: an evolving paradigm. J Clin Psychol Med Settings 2018;25:267–77. 10.1007/s10880-017-9532-929468571
  43. Baker GR, Shaw J, Gutberg J, Kenealy T, Carswell P, Breton M, et al. Effective organizational leadership in the implementation of integrated care; lessons from 9 cases in the iCoach Project. Int J Integr Care 2017;17:145–6. 10.5334/ijic.3193
  44. Bartels MN. Physiatry as a leader for postacute care in integrated healthcare systems. Am J Phys Med Rehabil 2019;98:311–18. 10.1097/PHM.000000000000103930211715
  45. Carter DR, DeChurch LA, Braun MT, Contractor NS. Social network approaches to leadership: an integrative conceptual review. J Appl Psychol 2015;100:597–622. 10.1037/a003892225798551
  46. Coddington DC, Moore KD, Fischer EA. Physician leaders in integrated delivery. Med Group Manage J 1997;44:84–8, 90.
  47. Cooper T. Manifest leadership styles in a Caribbean cross-sector network. Leadersh Organ Dev J 2016;37:93–106. 10.1108/LODJ-04-2014-0080
  48. Crosby BC, Bryson JM. Integrative leadership and the creation and maintenance of cross-sector collaborations. Leadersh Q 2010;21:211–30. 10.1016/j.leaqua.2010.01.003
  49. den Herder-van der Eerden M, Ewert B, Hodiamont F, Hesse M, Hasselaar J, Radbruch L. Towards accessible integrated palliative care: perspectives of leaders from seven European countries on facilitators, barriers and recommendations for improvement. J Integr Care 2017;25:222–32. 10.1108/JICA-03-2017-0006
  50. Diadjeng WS, Suhariadi F, Damayanti NA. Organizational context and leadership in the integration role of health care provider of integrated antenatal care team in public health centre. Indian J Public Health Res Dev 2018;9:284–8. 10.5958/0976-5506.2018.00455.2
  51. Drath WH, McCauley CD, Palus CJ, Van Velsor E, O’Connor PMG, McGuire JB. Direction, alignment, commitment: toward a more integrative ontology of leadership. Leadersh Q 2008;19:635–53. 10.1016/j.leaqua.2008.09.003
  52. Dunbar MS, Towe VL, Ayer L, Martineau M. Connections to Care (C2C): the perspectives of leaders at community-based organizations that are integrating mental health supports. Rand Health Q 2018;7:7. 10.7249/RR2119
  53. Fernandez S, Cho YJ, Perry JL. Exploring the link between integrated leadership and public sector performance. Leadersh Q 2010;21:308–23. 10.1016/j.leaqua.2010.01.009
  54. George S, Leasure AR. Application of transformational leadership principles in the development and integration of palliative care within an advanced heart failure program. Dimens Crit Care Nurs 2016;35:59–65. 10.1097/DCC.000000000000016626836596
  55. Hudson T, Lumsdon K. The race to integrate. Who will be the leaders? Hosp Health Netw 1993;67:24–9, 32–7.
  56. Knopf A. Study calls for integrating housing with treatment. Alcoholism & Drug Abuse Weekly 2015;27:6. 10.1002/adaw.30333
  57. Limb M. NHS and social care leaders join forces to share knowledge of integrating services. BMJ 2014;348:g3359. 10.1136/bmj.g335924838353
  58. Mulki FH. The Effects of Leadership and Authority on Cross-boundary Information Sharing in Response to Public Health Crises: A Comparative Study between the United States and Jordan. Dissertation Abstracts International Section A: Humanities and Social Sciences 2010;70:3239.
  59. Mullins R. Leadership. The ROI (return on investment): developing and using leadership skills to implement product integration and improve patient care. Access 2007;21:43–5.
  60. Moore BW, Smith SL, Schumacher LP, Papke R. Patient care leadership within an emerging integrated delivery network. Nurs Adm Q 1996;20:54–64. 10.1097/00006216-199602020-00009
  61. Natt och Dag K. A scholar-practitioner perspective on a leadership development program in health care: integrating connectivism theory. Adv Dev Hum Resour 2017;19:295–313. 10.1177/1523422317712671
  62. Norton LW. Flexible leadership: an integrative perspective. Consult Psychol J Pract Res 2010;62:143–50. 10.1037/a0019990
  63. Ott MJ, Lynch M. Integrating complementary and conventional symptom management in a cancer center. Oncol Nurs Forum 2002;29:25–7. 10.1188/02.ONF.25-2711817490
  64. Payne JK. Leadership & professional development. An integrated model of nursing using evidence-based practice. Oncol Nurs Forum 2002;29:463–5. 10.1188/02.ONF.463-465
  65. Potter MA, Burns HK, Barron G, Grofebert A, Bednarz GD. Cross-sector leadership development for preparedness. Public Health Rep 2005;120(Suppl. 1):109–15. 10.1177/00333549051200S119
  66. Psek W, Davis FD, Gerrity G, Stametz R, Bailey-Davis L, Henninger D, et al. Leadership perspectives on operationalizing the learning health care system in an integrated delivery system. EGEMS 2016;4:1233. 10.13063/2327-9214.123327683668
  67. Bhardwa S. Nurse leaders must drive integration, says senior nurse. Independent Nurse, 2 February 2015, p. 5.
  68. Spitzer R. Lateral integration and the clinical nurse leader. Nurs Lead 2010;8:6. 10.1016/j.mnl.2010.01.001
  69. Starck PL, Rooney LL. Leadership for the integration of comprehensive care and interprofessional collaboration. Clin Sch Rev 2015;8:43–8. 10.1891/1939-2095.8.1.43
  70. Sun PYT, Anderson MH. Civic capacity: building on transformational leadership to explain successful integrative public leadership. Leadersh Q 2012;23:309–23. 10.1016/j.leaqua.2011.05.018
  71. Johnson T. Health system integration: impact on leadership and practice. Semin Nurse Manag 2000;8:2–4.11075179
  72. VESTAL A. Leadership integrates the team. Hosp Prog 1957;38:130.
  73. Walters LK. Physician Leadership and Efficiency within the Veterans Integrated Health System Phenomenological Study. Dissertation Abstracts International: Section B: The Sciences and Engineering 2013;74.
  74. Weeks J. The leadership of the naturopathic profession in the emergence of integrative and functional medicine . . . plus more. Integr Med 2016;15:16–18.
  75. Wesorick B. 21st century leadership challenge: creating and sustaining healthy, healing work cultures and integrated service at the point of care. Nurs Adm Q 2002;26:18–32. 10.1097/00006216-200210000-0000612515231
  76. Wiles LL, Isibel D. Rising from the rubble: a capstone simulation integrating leadership and clinical skills. Nurs Educ Perspect 2017;38:162–4. 10.1097/01.NEP.0000000000000103
  77. Williams Van Rooij S. Extreme teaming: lessons in cross-sector leadership. Eur J Train Dev 2017;41:814–5. 10.1108/EJTD-10-2017-0089
  78. Yu A, Matta FK, Cornfield B. Is leader-member exchange differentiation beneficial or detrimental for group effectiveness? A meta-analytic investigation and theoretical integration. Acad Manag J 2018;61:1158–88. 10.5465/amj.2016.1212
  79. Zachary E. Grassroots leadership training: a case study of an effort to integrate theory and method. J Community Pract 2000;7:71–93. 10.1300/J125v07n01_06
  80. De Lorenzo RA. San Antonio Military Medical Center integration: a case study in organizational leadership design. Mil Med 2008;173:203–9. 10.7205/milmed.173.2.20318333499
  81. Sherlock JJ. Leadership in Integrated Care. In Curtis R, Christian E, editors. Integrated Care: Applying Theory to Practice. New York, NY: Routledge; 2012. 10.4324/9780203825730-18
  82. Age UK. Integrated Care Services: Bringing Together Leaders to Transform Services and Outcomes for People Living with Long-term Conditions. London: Age UK; 2016.
  83. Brock J, Stella E. Integrated Children’s Services in Scotland: Practice and Leadership. An Assessment of Progress and Improvement. Edinburgh: Social Work Scotland, Healthcare Improvement Scotland and Care Inspectorate; 2018.
  84. Aitken K, von Treuer K. Organisational and leadership competencies for successful service integration. Leadersh Health Serv 2014;27:150–180. 10.1108/LHS-08-2012-0028
  85. American Medical Association. Integrated leadership for hospitals and health systems: principles for success. J Okla State Med Assoc 2015;108:281–8.26320324
  86. Croze C. From the field: leadership, innovation and integration. Mental Health Weekly 2007;17:5–6.
  87. Daub S, Goldhar J, Purbhoo D. One client, one team: health system integration for leaders. Healthc Manage Forum 2016;29:153–7. 10.1177/084047041664493027365383
  88. deGruy FV. Integrated care: tools, maps, and leadership. J Am Board Fam Med 2015;28(Suppl. 1):107–10. 10.3122/jabfm.2015.S1.150106
  89. de Stampa M, Vedel I, Mauriat C, Bagaragaza E, Routelous C, Bergman H, et al. Diagnostic study, design and implementation of an integrated model of care in France: a bottom-up process with continuous leadership. Int J Integr Care 2010;10:e034. 10.5334/ijic.50620216954
  90. Horrigan BJ. Integrative leadership means partnering. Explore 2016;12:139–40. 10.1016/j.explore.2015.12.01026778082
  91. Kelley-Patterson D. What kind of leadership does integrated care need? London J Prim Care 2012;5:3–7. 10.1080/17571472.2013.11493361
  92. Klinga C, Hansson J, Hasson H, Sachs MA. Co-leadership – a management solution for integrated health and social care. Int J Integr Care 2016;16:1–9. 10.5334/ijic.2236
  93. Moore A. Nurse leadership is central to success of the new integrated care system. Nurs Stand 2018;33:22–4. 10.7748/ns.33.8.22.s12
  94. Nieuwboer MS, van der Sande R, van der Marck MA, Olde Rikkert MGM, Perry M. Clinical leadership and integrated primary care: a systematic literature review. Eur J Gen Pract 2019;25:7–18. 10.1080/13814788.2018.151590730474447
  95. Outhwaite S. The importance of leadership in the development of an integrated team. J Nurs Manag 2003;11:371–6. 10.1046/j.1365-2834.2003.00427.x14641718
  96. Palazzo JM. Everything changes: successful integration of any type requires leadership, transparency. MGMA Connex 2014;14:39–40.
  97. Panzer PG, Philip MB, Hayward RA. Trends in domestic violence service and leadership: implications for an integrated shelter model. Adm Policy Ment Health 2000;27:339–52. 10.1023/a:102194112932610943018
  98. Payne S, Hughes S, Wilkinson J, Hasselaar J, Preston N. Recommendations on priorities for integrated palliative care: transparent expert consultation with international leaders for the InSuP-C project. BMC Palliat Care 2019;18:32. 10.1186/s12904-019-0418-530943951
  99. Robb J, Gilbert P. Leadership lessons in health and social care integration: mental health. Int J Leadersh Public Serv 2007;3:17–25. 10.1108/17479886200700003
  100. Shirey MR, White-Williams C, Hites L. Integration of authentic leadership lens for building high performing interprofessional collaborative practice teams. Nurs Adm Q 2019;43:101–12. 10.1097/NAQ.000000000000033930839447
  101. Thomas P, While A. Should nurses be leaders of integrated health care? J Nurs Manag 2007;15:643–8. 10.1111/j.1365-2834.2007.00806.x17688570
  102. Touati N, Roberge D, Denis JL, Cazale L, Pineault R, Tremblay D. Clinical leaders at the forefront of change in health-care systems: advantages and issues. Lessons learned from the evaluation of the implementation of an integrated oncological services network. Health Serv Manage Res 2006;19:105–22. 10.1258/09514840677682906816643709
  103. Wachel W. The leadership challenge of integrated delivery systems. Healthc Exec 1994;9:12–15.
  104. Wheatley L, Doyle W, Evans C, Gosse C, Smith K. Integrated comprehensive care – a case study in nursing leadership and system transformation. Nurs Leadersh 2017;30:33–42. 10.12927/cjnl.2017.25107
  105. Williams P. The role of leadership in learning and knowledge for integration. J Integr Care 2012;20:164–74. 10.1108/14769011211237500
  106. Anandaciva S, Ward D, Randhawa M, Edge R. Leadership in Today’s NHS: Delivering the Impossible. London: The King’s Fund; 2018.
  107. Ardern K. Making Health Everyone’s Business. 19th Annual Excellence in Policing Conference, Ryton-on-Dunsmore, 16–17 September 2019. URL: www.excellenceinpolicing.org.uk/wp-content/uploads/2019/09/Plenary_Ardern_K.pdf (accessed 17 November 2020).
  108. Baker M, Oliver D, Burns E, Paynton D, Bullard E. Integrated Care for Older People with Frailty: Innovative Approaches in Practice. London: Royal College of General Practitioners and British Geriatrics Society; 2016.
  109. Battye F. Logic Models and Complex Programmes: A Brief Guide. Stoke-on-Trent: NHS Midlands and Lancashire Commissioning Support Unit; 2017.
  110. Bunn F, Goodman C, Russell B, Wilson P, Manthorpe J, Rait G, et al. Supporting shared decision-making for older people with multiple health and social care needs: a realist synthesis. Health Serv Deliv Res 2018;6(28). 10.3310/hsdr06280
  111. Carter K, Chalouhi E, McKenna S, Richardson B. What it takes to make integrated care work. Health Int 2011;11:48–55.
  112. Chana N. A Collaborative Leadership Approach is Vital for Integration Success. 2019. URL: www.nhsconfed.org/blog/2019/04/a-collaborative-leadership-approach-is-vital-for-integration-success (accessed 17 November 2020).
  113. Cordery S. Leadership Vacancies in the NHS. 2018. URL: www.hsj.co.uk/leadership/leadership-vacancies-in-the-nhs-/7022940.article (accessed 17 November 2020).
  114. The Strategy Unit, NHS Dudley. Lessons from the Vanguard: Procurement. URL: www.strategyunitwm.nhs.uk/sites/default/files/2018-09/Lessons%20from%20the%20Vanguard%20-%20Procurement.pdf (accessed 17 November 2020).
  115. Edgren L, Barnard K. Complex adaptive systems for management of integrated care. Leadersh Health Serv 2012;25:39–51. 10.1108/17511871211198061
  116. Kershaw M. Developing Governance to Support Integrated Care: A Bumpy Ride? London: The King’s Fund; 2018.
  117. Laycock K, Borrows M, Dobson B. Getting Into Shape: Delivering a Workforce for Integrated Care. London: Reform; 2017.
  118. Local Government Association. Care and Health Improvement Programme: Integration Support Offer for Health and Care System Leaders. London: Local Government Association; 2018.
  119. Mahmud S. Our Integration Journey. Wolverhampton: The Royal Wolverhampton NHS Trust; 2019.
  120. Murray R. Primary Care Networks and the NHS Long-term Plan: The New Player on the Pitch. London: King’s Fund; 2019.
  121. NHS England. Breaking Down Barriers to Better Health and Care. London: NHS England; 2019. URL: www.england.nhs.uk/wp-content/uploads/2019/04/breaking-down-barriers-to-better-health-and-care-march19.pdf (accessed 17 November 2020).
  122. NHS Leadership Academy. Healthcare Leadership Model: The Nine Dimensions of Leadership Behaviour. Leeds: NHS Leadership Academy; 2013.
  123. Powell M. Leadership in the NHS: Thoughts of a Newcomer. London: The King’s Fund; 2016.
  124. Randhawa M. Talking Leadership: Transforming Mental Health Services. London: The King’s Fund; 2017.
  125. Sheaff R, Brand SL, Lloyd H, Wanner A, Fornasiero M, Briscoe S, et al. From programme theory to logic models for multispecialty community providers: a realist evidence synthesis. Health Serv Deliv Res 2018;6(24). 10.3310/hsdr06240
  126. Turner A, Mulla A, Booth A, Aldridge S, Stevens S, Begum M, et al. The international knowledge base for new care models relevant to primary care-led integrated models: a realist synthesis. Health Serv Deliv Res 2018;6(25). 10.3310/hsdr06250
  127. Weaks L, Naylor D, Trimble A, Green G. Cascading Leadership: A New Model to Support Leadership in the Community and Voluntary Sector. London: The King’s Fund; 2017.
  128. Wenzel L. The Journey Towards Integrated Care. London: The King’s Fund; 2018.
  129. West M, Armit K, Loewenthal L, Eckert R, West T, Lee A. Leadership and Leadership Development in Health Care: The Evidence Base. London: Faculty of Medical Leadership and Management; 2015.
  130. Wilkins C. Leading Place-Based Integration – A Presentation. URL: file:///C:/Users/k1512180/Downloads/Carolyn-Wilkins-.pdf (accessed 17 November 2020).
  131. Baylis A. Enhanced Health in Care Homes: Learning from Experiences So Far. London: The King’s Fund; 2017.
  132. Charles A. A Year of Integrated Care Systems: Reviewing the Journey So Far. London: The King’s Fund; 2018.
  133. Charles A. ‘Moving at the Speed of Trust’ – The Journey to Integrated Health Systems. London: The King’s Fund; 2018.
  134. Amelung VE, Stein V, Goodwin N, Balicer R, Nolte E, Suter E. Leadership in Integrated Care. In Amelung V, Stein V, Goodwin N, Balicer R, Nolte E, Suter E, editors. Handbook Integrated Care. Cham: Springer Publishing; 2017. 10.1007/978-3-319-56103-5
  135. Baxter S, Johnson M, Chambers D, Sutton A, Goyder E, Booth A. Understanding new models of integrated care in developed countries: a systematic review. Health Serv Deliv Res 2018;6(29). 10.3310/hsdr06290
  136. Social Care Institute for Excellence (SCIE). Leadership in Integrated Care Systems: Report Prepared for the NHS Leadership Academy. London: SCIE; 2018.
  137. West M. Collaborative and Compassionate Leadership. 2017. URL: www.kingsfund.org.uk/audio-video/michael-west-collaborative-compassionate-leadership (accessed 17 November 2020).
  138. Burstow P. Leading Integrated Health Systems: From Heroic to Humble Leadership. Health Service Journal; 2018. URL: www.hsj.co.uk/integration/leading-integrated-care-systems-from-heroic-to-humble-leadership/7023798.article (accessed 17 November 2020).
  139. Aldridge S, Mulla A, Turner A. Rapid Evidence Scan: Integrated Care. Stoke-on-Trent: The Strategy Unit, NHS Midlands and Lancashire Commissioning Support Unit; 2016. URL: www.strategyunitwm.nhs.uk/sites/default/files/2017-09/Integrated%20Care-Apr16.pdf (accessed 17 November 2020).
  140. Perks-Baker S. Enhancing Health in Care Homes: System Leadership in Action. London: The King’s Fund; 2017.
  141. Insightful Health Solutions. Leadership and the Integrated Care System. 2018. URL: www.insightfulhealthsolutions.com/leadership-integrated-care-system/ (accessed 17 November 2020).
  142. South, Central and West Commissioning Support Unit. Creating Integrated Care Systems. 2019. URL: www.scwcsu.nhs.uk/delivering-change/creating-integrated-care-systems/ (accessed 26 April 2019).
  143. Provider Voices. The Journey to Integrated Care Systems. London: NHS Providers; 2018. URL: https://nhsproviders.org/media/518336/provider-voices-the-journey-to-integrated-care-interactive.pdf (accessed 17 November 2020).
  144. Pawson R, Tilley N. Realist Evaluation. London: SAGE Publications Ltd; 1997.
  145. Bienefeld N, Grote G. Shared leadership in multiteam systems: how cockpit and cabin crews lead each other to safety. Hum Factors 2014;56:270–86. 10.1177/001872081348813724689248
  146. DeChurch LA, Marks MA. Leadership in multiteam systems. J Appl Psychol 2006;91:311–29. 10.1037/0021-9010.91.2.31116551186
  147. Covin J, Kolenko AT, Sightler WK, Tudor K. Leadership style and post-merger satisfaction. J Manag Dev 1997;16:22–33. 10.1108/02621719710155454
  148. Appelbaum S, Lefrancois F, Tonna R, Shapiro B. Mergers 101 (part two): training managers for culture, stress, and change challenges. Ind Commer Train 2007;39:191–200. 10.1108/00197850710755113
  149. Crosby BC, Bryson JM. Special issue on public integrative leadership: multiple turns of the kaleidoscope. Leadersh Q 2010;21:205–8. 10.1016/j.leaqua.2010.01.001
  150. Morse RS. Integrative public leadership: catalyzing collaboration to create public value. Leadersh Q 2010;21:231–45. 10.1016/j.leaqua.2010.01.004
  151. Overfield DV. A comprehensive and integrated framework for developing leadership teams. Consult Psychol J Pract Res 2016;68:1–20. 10.1037/cpb0000053
  152. Sousa M, Van Dierendonck D. Introducing a short measure of shared servant leadership impacting team performance through team behavioral integration. Front Psychol 2016;6:2002. 10.3389/fpsyg.2015.0200226779104
  153. Thomas H, Carnall C. Leadership development: integration in context. Strategic Change 2008;17:193–206. 10.1002/jsc.826
  154. Hartley J. Ten propositions about public leadership. Int J Public Leadersh 2018;14:202–17. 10.1108/IJPL-09-2018-0048
  155. Leadership Centre for the Systems Leadership Steering Group. The Revolution Will be Improvised Part II. London: Leadership Centre; 2016. URL: www.thinklocalactpersonal.org.uk/_assets/News/The_Revolution_will_be_Improvised_Part_II.pdf (accessed 17 November 2020).
  156. Chartered Institute of Personnel and Development. 2012. Perspectives on Leadership in 2012, Implications for HR. URL: www.the-stress-site.net/uploads/2/7/0/6/2706840/perspectives_on_leadership.pdf (accessed 17 November 2020).
  157. Bolden R, Gulati A, Edwards G. Mobilizing change in public services: insights from a systems leadership development intervention. Int J Public Admin 2020;43:26–36. 10.1080/01900692.2019.1604748
  158. Ghate D, Lewis J, Welbourn D. Systems Leadership: Exceptional Leadership for Exceptional Times – Synthesis Paper. Nottingham: The Virtual Staff College; 2013.
  159. DeChurch LA, Mathieu JE. Thinking in Terms of Multiteam Systems. In Salas E, Goodwin GF, Burke CS, editors. Team Effectiveness in Complex Organizations: Cross-disciplinary Perspectives and Approaches. New York, NY: Routledge, Taylor & Francis Group; 2009.
  160. Lazzara EH, Keebler JR, Shuffler ML, Patzer B, Smith DC, Misasi P. Considerations for multiteam systems in emergency medical services. J Patient Saf 2019;15:150–3. 10.1097/PTS.000000000000021326451515
  161. Owen C, Bearman C, Brooks B, Chapman J, Paton D, Hossain L. Developing a research framework for complex multi-team coordination in emergency management. Int J of Emerg Manag 2013;9:1–17. 10.1504/IJEM.2013.054098
  162. Jones KJ, Skinner A, Venema D, Crowe J, High R, Kennel V, et al. Evaluating the use of multiteam systems to manage the complexity of inpatient falls in rural hospitals. Health Serv Res 2019;54:994–1006. 10.1111/1475-6773.1318631215029
  163. Johannessen IA, McArthur PW, Jonassen JR. Leadership Redundancy in a Multiteam System. In Frick J, Laugen B, editors. Advances in Production Management Systems. Value Networks: Innovation Technologies, and Management. Berlin: Springer; 2012. URL: https://link.springer.com/content/pdf/10.1007/978-3-642-33980-6_59.pdf (accessed 4 March 2022).
  164. Schipper D. Challenges to multiteam system leadership: an analysis of leadership during the management of railway disruptions. Cogn Technol Work 2017;19:445–59. 10.1007/s10111-017-0415-5
  165. Murase T, Carter D, DeChurch L, Marks M. Mind the gap: the role of leadership in multiteam system collective cognition. Leadersh Q 2014;25:972–86. 10.1016/j.leaqua.2014.06.003
  166. Zaccaro SJ, DeChurch LA. Leadership Forms and Functions in Multiteam Systems. In Zaccaro SJ, Marks MA, DeChurch LA, editors. Multiteam Systems: An Organization Form for Dynamic and Complex Environments. New York, NY: Routledge, Taylor & Francis Group; 2012. 10.4324/9780203814772
  167. De Vries T, Hollenbeck JR, Davison RB, Walter F. Managing coordination in multiteam systems: integrating micro and macro perspectives. Acad Manag J 2016;59:1823–44. 10.5465/amj.2014.0385
  168. Kugler KG, Gerhardinger F, Brodbeck FC. Characteristics of Effective Leadership in Multiteam Systems. Poster presented at the Annual Conference of the Society for Industrial and Organizational Psychology, Anaheim, CA, April 2016. URL: www.psy.lmu.de/wirtschaftspsychologie_en/forschung/working_paper/wop-2016_1.pdf (accessed 17 November 2020).
  169. Jonassen JR. Effects of multi-team leadership on collaboration and integration in subsea operations. Int J Leadersh Stud 2015;9:89–114.
  170. Rico R, Hinsz VB, Davison R, Salas E. Structural influences upon coordination and performance in multiteam systems. Hum Resour Manag Rev 2018;28:332–46. 10.1016/j.hrmr.2017.02.001
  171. Weaver SJ, Che X, Pronovost PJ, Goeschel CA, Kosel KC, Rosen MA. Improving Patient Safety and Care Quality: A Multiteam System Perspective. In Shuffler ML, Rico R, Salas E, editors. Pushing the Boundaries: Multiteam Systems in Research and Practice (Research on Managing Groups and Teams, Vol. 16). Bingley: Emerald Group Publishing Limited; 2014. 10.1108/S1534-085620140000016002
  172. Luciano MM, DeChurch LA, Mathieu JE. Multiteam systems: a structural framework and meso-theory of system functioning. J Manag 2018;44:1065–96. 10.1177/0149206315601184
  173. Taplin SH, Foster MK, Shortell SM. Organizational leadership for building effective health care teams. Ann Fam Med 2013;11:279–81. 10.1370/afm.150623690329
  174. West C, Landry K, Graham A, Graham L, Cianciolo AT, Kalet A, et al. Conceptualizing interprofessional teams as multi-team systems – implications for assessment and training. Teach Learn Med 2015;27:366–9. 10.1080/10401334.2015.107713626507993
  175. Noyes K, Monson JR, Rizvi I, Savastano A, Green JS, Sevdalis N. Regional multiteam systems in cancer care delivery. J Oncol Pract 2016;12:1059–66. 10.1200/JOP.2016.01389627650833
  176. Zaccaro SJ, Marks MA, DeChurch LA. Multiteam Systems: An Introduction. In Zaccaro SJ, Marks MA, DeChurch LA, editors. Multiteam Systems: An Organization Form for Dynamic and Complex Environments. New York, NY: Routledge, Taylor & Francis Group; 2012. 10.4324/9780203814772
  177. DiazGranados D, Dow AW, Perry SJ, Palesis JA. Understanding Patient Care as a Multiteam System. In Shuffler ML, Rico R, Salas E, editors. Pushing the Boundaries: Multiteam Systems in Research and Practice (Research on Managing Groups and Teams, Vol. 16). Bingley: Emerald Group Publishing Limited; 2014. pp. 95–113. 10.1108/S1534-085620140000016004
  178. Taplin SH, Weaver S, Chollette V, Marks LB, Jacobs A, Schiff G, et al. Teams and teamwork during a cancer diagnosis: interdependency within and between teams. J Oncol Pract 2015;11:231–8. 10.1200/JOP.2014.00337625873059
  179. Ingold PV. [Questionnaire for integrative leadership.] Ger J Work Organ Psychol 2019;63:100–6. 10.1026/0932-4089/a000294
  180. Kuipers H. [The importance of functional integration among workers and the influence of leadership upon integration.] People Company 1973;27:106–21.
  181. Hockin RS. Integrating Leadership Activities with Organizational Survivability: Toward a Theory of Healthcare Transformation. Dissertation Abstracts International Section A: Humanities and Social Sciences 2007;68:2045.
  182. Anonymous. Reaching the next level: governance in a time of turmoil. Med Netw Strategy Rep 1999;8:1–7.
  183. Aslani P, Barnet S, Cumming S, Dunn S, Nisbet G, Shaw T, et al. Implementation and evaluation of a ‘teamwork in health’ module. Pharmacy Education 2010;10:68–9.
  184. Aucott JN, Pelecanos E, Bailey AJ, Shupe TC, Romeo JH, Ravdin JI, Aron DC. Interdisciplinary integration for quality improvement: the Cleveland Veterans Affairs Medical Center Firm System. Jt Comm J Qual Improv 1995;21:179–90. 10.1016/s1070-3241(16)30138-97780532
  185. Belasen AT, Eisenberg B, Rutigliano NK. Manage to Lead, Lead to Manage: Integrating Transformational Leadership with Transactional Management. In Paludi MA, editor. Psychology for Business Success, Vol 3: Managing, Leading, and Developing Employees, Vol 4: Implementing Best Practices in Human Resources. Santa Barbara, CA: Praeger; 2013. pp. 21–41.
  186. Blair JD, Fottler MD, Lazarus SS, Paolino AR, Rotarius TR. Strategic stakeholder management. First round results from ‘Facing the Uncertain Future’. Med Group Manage J 1995;42:16–18, 20–1.
  187. Bradel WT, Gillis V, Harkness J, McGuire TP, Nehring T. Integrating cultures: a tool for mission leaders and others in collaborating organizations. Health Prog 1999;80:65–78.10351507
  188. Briceland DJ. Ophthalmology-led integrated eye care team. West Indian Med J 2012;5:23.
  189. Crosby BC, Bryson JM. Integrative Leadership and Policy Change: A Hybrid Relational View. In Uhl-Bien M, Ospina S, editors. Advancing Relational Leadership Research: A Dialogue Among Perspectives Charlotte, NC: Information Age Publishing; 2012. pp. 303–33.
  190. Cunningham N, Stanway SJ, Wiseman T, Taylor C, Noble JL, Doyle N. Living with and beyond cancer: what can be achieved by multi-organization collaboration. J Clin Oncol 2017;35(Suppl. 1):59. 10.1200/JCO.2017.35.5_suppl.59
  191. Feussner JR, Landefeld CS, Weinberger SE. Change, challenge and opportunity: departments of medicine and their leaders. Am J Med Sci 2016;351:3–10. 10.1016/j.amjms.2015.10.00826802752
  192. Fuhrmann H, Schuder H. [Motivation and absenteeism as measures of productive leadership: an integrative attempt by means of the ProMES System.] Ger J Work Organ Psychol 1996;40:209–13.
  193. Ghani UA. The Leader Integrator: An Emerging Role. In Hesselbein F, Goldsmith M, editors. The Leader of the Future 2: Visions, Strategies, and Practices for the New Era. San Francisco, CA: Leader to Leader Institute; 2006. pp. 241–54.
  194. Goodwin N. Health and social care partnerships: leading and managing networks of care. Ann Acad Med Singap 2011;40:S1.
  195. Karam M, Tricas-Sauras S, Darras E, Macq J. Interprofessional collaboration between general physicians and emergency department teams in Belgium: a qualitative study. Int J Integr Care 2017;17:9. 10.5334/ijic.2520
  196. Kharicha K, Iliffe S, Levin E, Davey B, Fleming C. Tearing down the Berlin wall: social workers’ perspectives on joint working with general practice. Fam Pract 2005;22:399–405. 10.1093/fampra/cmi01015824057
  197. Ling T, Brereton L, Conklin A, Newbould J, Roland M. Barriers and facilitators to integrating care: experiences from the English Integrated Care Pilots. Int J Integr Care 2012;12:e129. 10.5334/ijic.98223593044
  198. Lunts P. Change management in integrated care: what helps and hinders middle managers – a case study. J Integr Care 2012;20:246–56. 10.1108/14769011211255285
  199. Nicholson C, Hepworth J, Burridge L, Marley J, Jackson C. Translating the elements of health governance for integrated care from theory to practice: a case study approach. Int J Integr Care 2018;18:11. 10.5334/ijic.3106
  200. Rees G, Huby G, McDade L, McKechnie L. Joint working in community mental health teams: implementation of an integrated care pathway. Health Soc Care Community 2004;12:527–36. 10.1111/j.1365-2524.2004.00523.x15717899
  201. Roberts NJ, Ward M, Patel I, Yorke J, Partridge MR. Reflections on integrated care from those working in and leading integrated respiratory teams. London J Prim Care 2018;10:24–30. 10.1080/17571472.2017.1421020
  202. Shand J, Turner S. System wide collaboration? Health and social care leaders’ perspectives on working across boundaries. J Integr Care 2019;27:83–94. 10.1108/JICA-06-2018-0042
  203. Stuart K. Leading multi-professional teams in the children’s workforce: an action research project. Int J Integr Care 2012;12:e1. 10.5334/ijic.75022371690
  204. van Eyk H, Baum F. Learning about interagency collaboration: trialling collaborative projects between hospitals and community health services. Health Soc Care Community 2002;10:262–9. 10.1046/j.1365-2524.2002.00369.x12193170
  205. Williams PM. Integration of health and social care: a case of learning and knowledge management. Health Soc Care Community 2012;20:550–60. 10.1111/j.1365-2524.2012.01076.x22741611
  206. Willumsen E. Leadership in interprofessional collaboration – the case of childcare in Norway. J Interprof Care 2006;20:403–13. 10.1080/1356182060087469216905488
  207. Atkinson M, Wilkin A, Stott A, Kinder K. Multiagency Working: A Detailed Study. Slough: National Foundation for Educational Research; 2002. URL: www.nfer.ac.uk/publications/CSS02/CSS02.pdf (accessed 17 November 2020).
  208. Alexander JA, Comfort ME, Weiner BJ, Bogue R. Leadership in collaborative community health partnerships. Nonprofit Manag Leadersh 2001;12:159–75. 10.1002/nml.12203
  209. Asakawa T, Kawabata H, Kisa K, Terashita T, Murakami M, Otaki J. Establishing community-based integrated care for elderly patients through interprofessional teamwork: a qualitative analysis. J Multidiscip Healthc 2017;10:399–407. 10.2147/JMDH.S14452629066908
  210. Axelsson SB, Axelsson R. From territoriality to altruism in interprofessional collaboration and leadership. J Interprof Care 2009;23:320–30. 10.1080/1356182090292181119517284
  211. Balasubramanian S, Spurgeon P. Integrated care for chronic pain management in the national health service: barriers and possibilities for service development – a survey. Int J Clin Leadersh 2012;17:201–10.
  212. Benzer JK, Cramer IE, Burgess JF, Mohr DC, Sullivan JL, Charns MP. How personal and standardized coordination impact implementation of integrated care. BMC Health Serv Res 2015;15:448. 10.1186/s12913-015-1079-626432790
  213. Best S. Facilitating integrated delivery of services across organisational boundaries: essential enablers to integration. Br J Occup Ther 2017;80:302–9. 10.1177/0308022616688019
  214. Brousselle A, Lamothe L, Sylvain C, Foro A, Perreault M. Key enhancing factors for integrating services for patients with mental and substance use disorders. Ment Health Subst Use 2010;3:203–18. 10.1080/17523281.2010.505176
  215. Carroll V, Reeve CA, Humphreys JS, Wakerman J, Carter M. Re-orienting a remote acute care model towards a primary health care approach: key enablers. Rural Remote Health 2015;15:2942. 10.22605/RRH294226195023
  216. Choi S, Holmberg I, Löwstedt J, Brommels M. Managing clinical integration: a comparative case study in a merged university hospital. J Health Organ Manag 2012;26:486–507. 10.1108/1477726121125154423115901
  217. Chreim S, Williams BE, Janz L, Dastmalchian A. Change agency in a primary health care context: the case of distributed leadership. Health Care Manage Rev 2010;35:187–99. 10.1097/HMR.0b013e3181c8b1f820234224
  218. Cohen JR, Dowling M, Gallagher JST. The trials, tribulations, and relative success of the ongoing clinical merger of two large academic hospital systems. Acad Med 2006;81:11–7. 10.1097/01.ACM.0000235601.35726.db
  219. Cramm JM, Nieboer AP. Disease-management partnership functioning, synergy and effectiveness in delivering chronic-illness care. Int J Qual Health Care 2012;24:279–85. 10.1093/intqhc/mzs00422302071
  220. Dickinson H, Peck E, Davidson D. Opportunity seized or missed? A case study of leadership and organizational change in the creation of a Care Trust. J Interprof Care 2007;21:503–13. 10.1080/1356182070158535317891624
  221. Scragg T. An evaluation of integrated team management. J Integr Care 2006;14:39–48. 10.1108/14769018200600023
  222. Brown K, White K. Exploring the Evidence Base for Integrated Children’s Services. Edinburgh: Scottish Executive; 2006.
  223. Ho A, Pinney S. Redefining ethical leadership in a 21st-century healthcare system. Healthc Manage Forum 2016;29:39–42. 10.1177/084047041561391026656391
  224. Hodges J, Martin G. Can leadership branding work in theory and practice to resolve the integration-responsiveness problems facing multinational enterprises? Int J Hum Resour Manag 2012;23:3794–812. 10.1080/09585192.2011.654235
  225. Hudziak JJ. Health and resilience in an integrated care model. J Am Acad Child Adolesc Psychiatry 2016;55(Supplement 1):S40. 10.1016/j.jaac.2016.07.589
  226. Hughes C. Diversity Intelligence: Integrating Diversity Intelligence Alongside Intellectual, Emotional, and Cultural Intelligence for Leadership and Career Development. Basingstoke: Palgrave Macmillan; 2016. 10.1057/978-1-137-52683-0_7
  227. Hughes R, McCririck V. Integrating health and social care: workforce perspectives. J Care Serv Manag 2012;6:10–5. 10.1179/1750168712Y.0000000006
  228. Hulks S, Walsh N, Powell M, Ham C, Alderwick H. Leading Across the Health and Care System: Lessons from Experience. London: The King’s Fund; 2017.
  229. Hunt JC, Gruenwoldt E, Lyster AH. Engaging the next generation of health leaders: perspectives of emerging health leaders. Healthc Manage Forum 2011;24:4–13. 10.1016/j.hcmf.2010.12.00121630621
  230. Hunt PL. Leadership in diversity. Health Progr 1994;75:26–9.
  231. Hurlock-Chorostecki C, McCallum J. Nurse practitioner role value in hospitals: new strategies for hospital leaders. Nurs Leadersh 2016;29:82–92. 10.12927/cjnl.2016.24895
  232. Hwang Y, Al-Arabiat M, Rouibah K, Chung J-Y. Toward an integrative view for the leader-member exchange of system implementation. Int J Inf Manag 2016;36:976–86. 10.1016/j.ijinfomgt.2016.06.008
  233. Iachini AL, DeHart DD, Browne T, Dunn BL, Blake EW, Blake C. Examining collaborative leadership through interprofessional education: findings from a mixed methods study. J Interprof Care 2019;33:235–42. 10.1080/13561820.2018.151663530216106
  234. Indlekofer UR, Carrick K. Leadership and followership in aviation: cross-organisational comparison of concepts in civilian and military multicrew flight deck cultures. Hum Fact Aerospace Saf 2006;6:247–59.
  235. Ismail S, Osman M, Abulezz R, Alhamdan H, Quadri KHM. Pharmacists as interprofessional collaborators and leaders through clinical pathways. Pharmacy 2018;6:24. 10.3390/pharmacy6010024
  236. Jackson CL, Nicholson C, Doust J, Cheung L, O’Donnell J. Seriously working together: integrated governance models to achieve sustainable partnerships between health care organisations. Med J Aust 2008;188:S57–60. 10.5694/j.1326-5377.2008.tb01746.x18429738
  237. Jang HJ, Weberg D, Dower C. Nursing partnerships in research and quality improvement within a large integrated health care system. Nurs Adm Q 2018;42:357–62. 10.1097/NAQ.000000000000031830180082
  238. Jaynes S. An Exploration of Social Workers’ Perceived Roles in Mental Health and Chemical Dependence Treatment Settings: Toward a Leadership Agenda for Integrated Treatment. Dissertation Abstracts International Section A: Humanities and Social Sciences 2008;69:1542.
  239. Jeavons R. Developing leadership skills at the front line. Nurs Manag 2011;18:24–5. 10.7748/nm2011.10.18.6.24.c8717
  240. Jeffs L, Merkley J, Sinno M, Thomson N, Peladeau N, Richardson S. Engaging stakeholders to co-design an academic practice strategic plan in an integrated health system: the key roles of the nurse executive and planning team. Nurs Adm Q 2019;43:186–92. 10.1097/NAQ.000000000000034030839455
  241. Jiang Y, Chen CC. Integrating knowledge activities for team innovation: effects of transformational leadership. J Manag 2018;44:1819–47. 10.1177/0149206316628641
  242. Kabir C, Potty A, Sharma R. Current opportunities for the development of leadership skills for doctors. Int J Clin Leadersh 2009;16:115–9.
  243. Keshmiri F, Moradi K. Perceptions of Iranian emergency department directors of interprofessional leadership: an interview study. J Interprof Care 2019;4:109. 10.1080/13561820.2019.1672632
  244. Khorakian A, Sharifirad MS. Integrating implicit leadership theories, leader-member exchange, self-efficacy, and attachment theory to predict job performance. Psychol Rep 2019;122:1117–44. 10.1177/003329411877340029764300
  245. Khoshhal KI, Guraya SY. Leaders produce leaders and managers produce followers. A systematic review of the desired competencies and standard settings for physicians’ leadership. Saudi Med J 2016;37:1061–7. 10.15537/smj.2016.10.1562027652355
  246. Kilpatrick K, Lavoie-Tremblay M, Ritchie JA, Lamothe L, Doran D. Boundary work and the introduction of acute care nurse practitioners in healthcare teams. J Adv Nurs 2012;68:1504–15. 10.1111/j.1365-2648.2011.05895.x22117596
  247. Kim J, McLean GN. An integrative framework for global leadership competency: levels and dimensions. Hum Resou Dev Int 2015;18:235–58. 10.1080/13678868.2014.1003721
  248. King CR. Integration of the Clinical Nurse Leader Role. In King CR, O’Toole Gerard S, editors. Clinical Nurse Leader Certification Review. New York, NY: Springer Publishing Company; 2013. pp. 35–43.
  249. Kirby EJ. Public Sector and Private Sector Executive Leadership Forming a Cross-sector Collaboration: A Case Study. Dissertation Abstracts International Section A: Humanities and Social Sciences 2014;75.
  250. Kitch T. A leadership perspective on a shared vision for healthcare. Nurs Leadersh 2017;30:30–2. 10.12927/cjnl.2017.25108
  251. Kong F, Huang Y, Liu P, Zhao X. Why voice behavior? An integrative model of the need for affiliation, the quality of leader-member exchange, and group cohesion in predicting voice behavior. Group Organ Manag 2017;42:792–818. 10.1177/1059601116642084
  252. Kozlowski SWJ, Mak S, Chao GT. Team-centric leadership: an integrative review. Annu Rev Organ Psychol Organ Behav 2016;3:21–54. 10.1146/annurev-orgpsych-041015-062429
  253. Kuiper H, Jackson RJ, Barna S, Satariano WA. Local health department leadership strategies for healthy built environments. J Public Health Manag Pract 2012;18:E11–23. 10.1097/PHH.0b013e31822d4c7f
  254. Lacerda T. Understanding Leadership Effectiveness in Organizational Settings: An Integrative Approach. Dissertation Abstracts International Section A: Humanities and Social Sciences 2016;76.
  255. Laschinger HK, Smith LM. The influence of authentic leadership and empowerment on new-graduate nurses’ perceptions of interprofessional collaboration. J Nurs Adm 2013;43:24–9. 10.1097/NNA.0b013e318278606423232176
  256. Lesic SA. Using instrumental leadership to manage change. Radiol Manage 1999;21:44–52.
  257. Ling M-T, Pang V, Thurasamy R. The construct validation of Leadership Competency Scale (LCS): integration of Rasch and PLS-SEM. TPM Test Psychom Methodol Appl Psychol 2017;24:269–83.
  258. Linuesa-Langreo J, Ruiz-Palomino P, Elche-Hortelano D. Integrating servant leadership into managerial strategy to build group social capital: the mediating role of group citizenship behavior. J Bus Ethics 2018;152:899–916. 10.1007/s10551-018-3823-4
  259. Lauck S, Lewis K, Forman J, Smith A, Carroll S. Promoting shared decision-making for the treatment of heart valve disease in Canada: a call for nursing leadership. Can J Cardiol 2019;35(Suppl. 1):S200–1. 10.1016/j.cjca.2019.07.377
  260. Lowe G, Plummer V, Boyd L. Nurse practitioner integration: qualitative experiences of the change management process. J Nurs Manag 2018;26:992–1001. 10.1111/jonm.1262429708287
  261. MacPhail A, Young C, Ibrahim JE. Workplace-based clinical leadership training increases willingness to lead. Leadersh Health Serv 2015;28:100–18. 10.1108/LHS-01-2014-0002
  262. Manning A, Maslow G, Poirier B, Stefureac K, Heilbron N. 23.3 Nurse practitioner leadership in a multidisciplinary outpatient clinic. J Am Acad Child Adolesc Psychiatry 2019;58(Suppl. 1):S34. 10.1016/j.jaac.2019.07.143
  263. Mannix J, Wilkes L, Daly J. Attributes of clinical leadership in contemporary nursing: an integrative review. Contemp Nurse 2013;45:10–21. 10.5172/conu.2013.45.1.1024099222
  264. Markle-Reid M, Dykeman C, Ploeg J, Kelly Stradiotto C, Andrews A, Bonomo S, et al. Collaborative leadership and the implementation of community-based fall prevention initiatives: a multiple case study of public health practice within community groups. BMC Health Serv Res 2017;17:141. 10.1186/s12913-017-2089-328209143
  265. Markuns JF, Culpepper L, Halpin WJ. Commentary: a need for leadership in primary health care for the underserved: a call to action. Acad Med 2009;84:1325–7. 10.1097/ACM.0b013e3181b6c8e719881412
  266. Martsolf GR, Sloan J, Villarruel A, Mason D, Sullivan C. Promoting a culture of health through cross-sector collaborations. Health Promot Pract 2018;19:784–91. 10.1177/152483991877228429699427
  267. Masterson A. Cross-boundary working: a macro-political analysis of the impact on professional roles. J Clin Nurs 2002;11:331–9. 10.1046/j.1365-2702.2002.00604.x12010530
  268. Mathieu JE, Wolfson MA, Park S. The evolution of work team research since Hawthorne. Am Psychol 2018;73:308–21. 10.1037/amp000025529792450
  269. May D, Wesche JS, Heinitz K, Kerschreiter R. Coping with destructive leadership: putting forward an integrated theoretical framework for the interaction process between leaders and followers. J Psychol Special Issue: Destructive Leadership 2014;222:203–13. 10.1027/2151-2604/a000187
  270. May KA, Ferguson-Paré M. Preparing nurse leaders for the future: views from Canada. Semin Nurse Manag 1997;5:97–105.9220901
  271. McAllister M, Happell B, Bradshaw J. Authenticity, creativity and a love of the job: experiences of grassroots leaders of mental health nursing in Queensland. Issues Ment Health Nurs 2013;34:658–64. 10.3109/01612840.2013.76682124004359
  272. Higgins SE, Routhieaux RL. A multiple-level analysis of hospital team effectiveness. Health Care Superv 1999;17:1–13.
  273. Jefferies R, Sheriff IH, Matthews JH, Jagger O, Curtis S, Lees P, et al. Leadership and management in UK medical school curricula. J Health Organ Manag 2016;30:1081–104. 10.1108/JHOM-03-2016-004227700475
  274. McCallin A. Interdisciplinary team leadership: a revisionist approach for an old problem? J Nurs Manag 2003;11:364–70. 10.1046/j.1365-2834.2003.00425.x14641717
  275. McCorcle MD, Heet NS. The ‘success test:’ validating the competencies required for healthcare leadership. Best Pract Benchmarking Healthc 1997;2:63–70.9214868
  276. McCormick MJ, Martinko MJ. Identifying leader social cognitions: integrating the causal reasoning perspective into social cognitive theory. J Leadersh Organ Stud 2004;10:2–11. 10.1177/107179190401000401
  277. Mendes IA, Ventura CA, Trevizan MA, Marchi-Alves LM, de Souza-Junior VD. Education, leadership and partnerships: nursing potential for Universal Health Coverage. Rev Lat Am Enfermagem 2016;24:e2673. 10.1590/1518-8345.1092.267326959333
  278. Merry MD. Physician leadership for the 21st century. Qual Manag Health Care 1993;1:31–41. 10.1097/00019514-199321000-0000710161019
  279. Michaels C. Leading beyond traditional boundaries: a community nursing perspective. Nurs Adm Q 1997;22:30–7. 10.1097/00006216-199702210-000079397842
  280. Michel JS, Pichler S, Newness K. Integrating leader affect, leader work-family spillover, and leadership. Leadersh Organ Dev J 2014;35:410–28. 10.1108/LODJ-06-12-0074
  281. Miller DL, Umble KE, Frederick SL, Dinkin DR. Linking learning methods to outcomes in public health leadership development. Leadersh Health Serv 2007;20:97–123. 10.1108/17511870710745439
  282. Miller M. Leadership Challenges for Patient Advocates: A Cross Sector Alliance Perspective. Dissertation Abstracts International Section A: Humanities and Social Sciences 2019;80.
  283. Misra-Hebert AD, Perzynski A, Rothberg MB, Fox J, Mercer MB, Liu X, et al. Implementing team-based primary care models: a mixed-methods comparative case study in a large, integrated health care system. J Gen Intern Med 2018;33:1928–36. 10.1007/s11606-018-4611-730084018
  284. Misso ML, Ilic D, Haines TP, Hutchinson AM, East CE, Teede HJ. Development, implementation and evaluation of a clinical research engagement and leadership capacity building program in a large Australian health care service. BMC Med Educ 2016;16:13. 10.1186/s12909-016-0525-426768258
  285. Mitchell E. Cross-organisational staff liabilities in integrated care settings: the first higher court decision. J Integr Care 2012;20:367–70. 10.1108/14769011211285165
  286. Moss SA, Dowling N, Callanan J. Towards an integrated model of leadership and self regulation. Leadersh Q 2009;20:162–76. 10.1016/j.leaqua.2009.01.005
  287. Myers CG, Sutcliffe KM, Ferrari BT. Treating the ‘not-invented-here syndrome’ in medical leadership: learning from the insights of outside disciplines. Acad Med 2019;94:1416–18. 10.1097/ACM.000000000000286031274525
  288. Neill M, Hayward KS, Peterson T. Students’ perceptions of the interprofessional team in practice through the application of servant leadership principles. J Interprof Care 2007;21:425–32. 10.1080/1356182070144351217654159
  289. Nissen LB, Merrigan DM, Kraft MK. Moving mountains together: strategic community leadership and systems change. Child Welfare 2005;84:123–40.15828404
  290. O’Connor N, Ward D, Newton L, Warby M. Enabling clinicians to become the quality leaders in a mental health service. Australas Psychiatry 2005;13:357–61. 10.1111/j.1440-1665.2005.02214.x16403130
  291. O’Grady TP. Process leadership and the death of management. Nurs Econ 1997;15:286–93.9416094
  292. Ong YH, Koh MYH, Lim WS. Shared leadership in interprofessional teams: beyond team characteristics to team conditions. J Interprof Care 2020;34:444–52. 10.1080/13561820.2019.165383431573358
  293. Onyura B, Crann S, Tannenbaum D, Whittaker MK, Murdoch S, Freeman R. Is postgraduate leadership education a match for the wicked problems of health systems leadership? A critical systematic review. Perspect Med Educ 2019;8:133–42. 10.1007/s40037-019-0517-231161480
  294. Oostra RD. Physician Leadership: a central strategy to transforming healthcare. Front Health Serv Manage 2016;32:15–26. 10.1097/01974520-201601000-00003
  295. Orchard CA, Sonibare O, Morse A, Collins J, Al-Hamad A. Collaborative leadership, part 1: the nurse leader’s role within interprofessional teams. Nurs Leadersh 2017;30:14–25. 10.12927/cjnl.2017.25258
  296. Ouimet G. Dynamics of narcissistic leadership in organizations: towards an integrated research model. J Manag Psychol 2010;25:713–26. 10.1108/02683941011075265
  297. Ovseiko PV, O’Sullivan C, Powell SC, Davies SM, Buchan AM. Implementation of collaborative governance in cross-sector innovation and education networks: evidence from the National Health Service in England. BMC Health Serv Res 2014;14:552. 10.1186/s12913-014-0552-y25380727
  298. Page S. Integrative leadership for collaborative governance: civic engagement in Seattle. Leadersh Q 2010;21:246–63. 10.1016/j.leaqua.2010.01.005
  299. Pappas S, McCauley L. Nursing integration and innovation across a multisystem enterprise: priorities for nurse leaders. Nurs Adm Q 2018;42:54–61. 10.1097/NAQ.000000000000026529194333
  300. Park D. Androgynous leadership style: an integration rather than a polarization. Leadersh Organ Dev J 1997;18:166–71. 10.1108/01437739710168643
  301. Payne PR, Pressler TR, Sarkar IN, Lussier Y. People, organizational, and leadership factors impacting informatics support for clinical and translational research. BMC Med Inform Decis Mak 2013;13:20. 10.1186/1472-6947-13-2023388243
  302. Pecukonis E, Doyle O, Acquavita S, Aparicio E, Gibbons M, Vanidestine T. Interprofessional leadership training in MCH social work. Soc Work Health Care 2013;52:625–41. 10.1080/00981389.2013.79291323947539
  303. Perrone L, Downer A, Mokdad A, Scott E, Perdue T, Shotorbani S, et al. Implementing an effective leadership and management training program for clinical and public health laboratory directors and other mid senior-level managers in the Middle East. Ann Glob Health 2014;80:174–5. 10.1016/j.aogh.2014.08.049
  304. Phillips J, Hebish LJ, Mann S, Ching JM, Blackmore CC. Engaging frontline leaders and staff in real-time improvement. Jt Comm J Qual Patient Saf 2016;42:170–83. 10.1016/S1553-7250(16)42021-027025577
  305. Phillips JM, Stalter AM, Dolansky MA, Lopez GM. Fostering future leadership in quality and safety in health care through systems thinking. J Prof Nurs 2016;32:15–24. 10.1016/j.profnurs.2015.06.00326802587
  306. Phillips N, Byrne G. Enhancing frontline clinical leadership in an acute hospital trust. J Clin Nurs 2013;22:2625–35. 10.1111/jocn.1208823557112
  307. Pietiläinen V, Salmi I. An integrative discourse perspective on positive leadership in public health care. Leadersh Health Serv 2017;30:44–58. 10.1108/LHS-04-2016-0016
  308. Plochg T, Ilinca S, Noordegraaf M. Beyond integrated care. J Health Serv Res Policy 2017;22:195–7. 10.1177/135581961769799828429987
  309. Prætorius T, Hasle P, Nielsen AP. No one can whistle a symphony: how hospitals design for daily cross-boundary collaboration. J Health Organ Manag 2018;32:618–34. 10.1108/JHOM-10-2017-026529969353
  310. Pronovost PJ, Miller MR, Wachter RM, Meyer GS. Perspective: physician leadership in quality. Acad Med 2009;84:1651–6. 10.1097/ACM.0b013e3181bce0ee19940567
  311. Raney AF. Agility in adversity: integrating mindfulness and principles of adaptive leadership in the administration of a community mental health center. Clin Soc Work J 2014;42:312–20. 10.1007/s10615-014-0487-0
  312. Ratzliff A, Norfleet K, Chan YF, Raney L, Unützer J. Perceived educational needs of the integrated care psychiatric consultant. Acad Psychiatry 2015;39:448–56. 10.1007/s40596-015-0360-726122347
  313. Reay T, Golden-Biddle K, Germann K. Challenges and leadership strategies for managers of nurse practitioners. J Nurs Manag 2003;11:396–403. 10.1046/j.1365-2834.2003.00412.x14641721
  314. Redeker M, de Vries RE, Rouckhout D, Vermeren P, de Fruyt F. Integrating leadership: the leadership circumplex. Eur J Work Organ Psychol 2014;23:435–55. 10.1080/1359432X.2012.738671
  315. Reichenpfader U, Carlfjord S, Nilsen P. Leadership in evidence-based practice: a systematic review. Leadersh Health Serv 2015;28:298–316. 10.1108/LHS-08-2014-0061
  316. Reitemeier RJ. The leadership crisis in internal medicine: what can be done? Ann Intern Med 1991;114:69–75. 10.7326/0003-4819-114-1-691983937
  317. Rice JA, Isakova L, Zelckovich R, Frid E. Capitation and integrated health care systems. J Health Adm Educ 1996;14:205–37.10161827
  318. Robbins CJ, Bradley EH, Spicer M. Developing leadership in healthcare administration: a competency assessment tool. J Healthc Manag 2001;46:188–202. 10.1097/00115514-200105000-0001011372221
  319. Robins L, Murphy N, Zierler B. Leveraging a faculty fellowship programme to develop leaders in interprofessional education. J Interprof Care 2016;30:520–2. 10.3109/13561820.2016.115025827191191
  320. Robinson P, Oyemaja J, Beachy B, Goodie J, Sprague L, Bell J, et al. Creating a primary care workforce: strategies for leaders, clinicians, and nurses. J Clin Psychol Med Settings 2018;25:169–86. 10.1007/s10880-017-9530-y29332263
  321. Rose K, Shuck B, Twyford D, Bergman M. Skunked: an integrative review exploring the consequences of the dysfunctional leader and implications for those employees who work for them. Hum Resour Dev Rev 2015;14:64–90. 10.1177/1534484314552437
  322. Rosenberg L. Are healthcare leaders ready for the real revolution? J Behav Health Serv Res 2012;39:215–9. 10.1007/s11414-012-9285-z22736047
  323. Rosenman ED, Fernandez R, Wong AH, Cassara M, Cooper DD, Kou M, et al. Changing systems through effective teams: a role for simulation. Acad Emerg Med 2018;25:128–43. 10.1111/acem.1326028727258
  324. Rosenman ED, Vrablik MC, Brolliar SM, Chipman AK, Fernandez R. Targeted simulation-based leadership training for trauma team leaders. West J Emerg Med 2019;20:520–6. 10.5811/westjem.2019.2.4140531123555
  325. Rycroft-Malone J, Burton CR, Wilkinson J, Harvey G, McCormack B, Baker R, et al. Collective action for implementation: a realist evaluation of organisational collaboration in healthcare. Implement Sci 2016;11:17. 10.1186/s13012-016-0380-z26860631
  326. Rycroft-Malone J, Wilkinson JE, Burton CR, Andrews G, Ariss S, Baker R, et al. Implementing health research through academic and clinical partnerships: a realistic evaluation of the Collaborations for Leadership in Applied Health Research and Care (CLAHRC). Implement Sci 2011;6:74. 10.1186/1748-5908-6-7421771329
  327. Salas E, Almeida SA, Salisbury M, King H, Lazzara EH, Lyons R, et al. What are the critical success factors for team training in health care? Jt Comm J Qual Patient Saf 2009;35:398–405. 10.1016/S1553-7250(09)35056-419719075
  328. Salas E, Zajac S, Marlow SL. Transforming health care one team at a time: ten observations and the trail ahead. Group Organ Manag 2018;43:357–81. 10.1177/1059601118756554
  329. Saleeby E, Holschneider CH, Singhal R. Paradigm shifts: using a participatory leadership process to redesign health systems. Curr Opin Obstet Gynecol 2014;26:516–22. 10.1097/GCO.000000000000012225310529
  330. Sasnett B, Clay M. Leadership styles in interdisciplinary health science education. J Interprof Care 2008;22:630–8. 10.1080/1356182080229300619012143
  331. Sayers J, Lopez V, Howard PB, Escott P, Cleary M. The leadership role of nurse educators in mental health nursing. Issues Ment Health Nurs 2015;36:718–24. 10.3109/01612840.2015.103304026440875
  332. Scarbrough H, D’Andreta D, Evans S, Marabelli M, Newell S, Powell J, Swan J. Networked innovation in the health sector: comparative qualitative study of the role of Collaborations for Leadership in Applied Health Research and Care in translating research into practice. Health Serv Deliv Res 2014;2(13). 10.3310/hsdr02130
  333. Scholes J, Vaughan B. Cross-boundary working: implications for the multiprofessional team. J Clin Nurs 2002;11:399–408. 10.1046/j.1365-2702.2002.00634.x12010538
  334. Brady Schwartz D, Burnes Bolton L. Leadership imperative: creating and sustaining healthy workplace environments. J Nurs Adm 2012;42:499–501. 10.1097/NNA.0b013e318271452123099999
  335. Scott C, Gerardi D. A strategic approach for managing conflict in hospitals: responding to the Joint Commission leadership standard, Part 1. Jt Comm J Qual Patient Saf 2011;37:59–69. 10.1016/S1553-7250(11)37008-021939133
  336. Sebastian JG, Breslin ET, Trautman DE, Cary AH, Rosseter RJ, Vlahov D. Leadership by collaboration: nursing’s bold new vision for academic-practice partnerships. J Prof Nurs 2018;34:110–16. 10.1016/j.profnurs.2017.11.00629703312
  337. Shaw J, Wong I, Griffin B, Robertson M, Bhatia RS. Principles for health system capacity planning: insights for healthcare leaders. Healthc Q 2017;19:17–22. 10.12927/hcq.2017.2501628130947
  338. Shillam CR, MacLean L. Leadership influence: a core foundation for advocacy. Nurs Adm Q 2018;42:150–3. 10.1097/NAQ.000000000000027629494450
  339. Sijbom RBL, Janssen O, Van Yperen NW. Leaders’ achievement goals and their integrative management of creative ideas voiced by subordinates or superiors. Eur J Soc Psychol 2016;46:732–45. 10.1002/ejsp.2223
  340. Silvia C, McGuire M. Leading public sector networks: an empirical examination of integrative leadership behaviors. Leadersh Q 2010;21:264–77. 10.1016/j.leaqua.2010.01.006
  341. Simoens S, Scott A. How are Scottish integrated primary care organisations managed? J Health Organ Manag 2003;17:25–36. 10.1108/1477726031046929212800278
  342. Sims S, Hewitt G, Harris R. Evidence of a shared purpose, critical reflection, innovation and leadership in interprofessional healthcare teams: a realist synthesis. J Interprof Care 2015;29:209–15. 10.3109/13561820.2014.94145925051089
  343. Skelton-Green J, Simpson B, Scott J. An integrated approach to change leadership. Nurs Leadersh 2007;20:e1–15. 10.12927/cjnl.2007.19277
  344. South J, Connolly AM, Stansfield JA, Johnstone P, Henderson G, Fenton KA. Putting the public (back) into public health: leadership, evidence and action. J Public Health 2019;41:10–17. 10.1093/pubmed/fdy041
  345. Spallina JM. Clinical program leadership: skill requirements for contemporary leaders. J Oncol Manag 2002;11:24–6.12068993
  346. Stevens S, Scott I, Von Hellens L, Iselin G. ‘Closing the loop’: the role of health care leaders in integrating research and practice. Aust Health Rev 2004;27:56–64. 10.1071/ah04271005615362297
  347. Stuber F, Seifried-Dübon T, Rieger MA, Zipfel S, Gündel H, Junne F, Contributors of the SEEGEN Consortium. Investigating the role of stress-preventive leadership in the workplace hospital: the cross-sectional determination of relational quality by transformational leadership. Front Psychiatry 2019;10:622. 10.3389/fpsyt.2019.0062231551829
  348. Thomas P, Meads G, Moustafa A, Nazareth I, Stange KC, Donnelly Hess G. Combined horizontal and vertical integration of care: a goal of practice-based commissioning. Qual Prim Care 2008;16:425–32.19094418
  349. Tremblay D, Latreille J, Bilodeau K, Samson A, Roy L, L’Italien MF, Mimeault C. Improving the transition from oncology to primary care teams: a case for shared leadership. J Oncol Pract 2016;12:1012–19. 10.1200/JOP.2016.01377127650834
  350. van Eeghen CO, Littenberg B, Kessler R. Chronic care coordination by integrating care through a team-based, population-driven approach: a case study. Transl Behav Med 2018;8:468–80. 10.1093/tbm/ibx07329800398
  351. Veit KR. Regional patient safety and quality leaders aim to reduce disparities in healthcare with collaborative approach. Int J Health Gov 2017;22:37–46. 10.1108/IJHG-08-2016-0040
  352. Weick KE. Managing the Unexpected: Complexity as Distributed Sensemaking. In McDaniel RR, Driebe DJ, editors. Uncertainty and Surprise in Complex Systems: Questions on Working with the Unexpected. Berlin: Springer; 2005. pp. 51–65. 10.1007/10948637_5
  353. Weick KE, Sutcliffe J, Obstfeld D. Organizing and the process of sensemaking. Organ Sci 2005;16:409–21. 10.1287/orsc.1050.0133
  354. Weinstock M. Smart leadership! Finding the right mix of minds to manage the future. Hosp Health Netw 2010;84:28–31, 2.
  355. Weintraub R, Rosenberg J, Wachter K. Transitioning from the MDGs to the SDGs: a practical decision-making tool for leaders. Ann Glob Health 2016;82:529. 10.1016/j.aogh.2016.04.432
  356. Weiss M, Kolbe M, Grote G, Spahn DR, Grande B. We can do it! Inclusive leader language promotes voice behavior in multi-professional teams. Leadersh Q 2018;29:389–402. 10.1016/j.leaqua.2017.09.002
  357. Welton WE, Kantner TA, Katz SM. Developing tomorrow’s integrated community health systems: a leadership challenge for public health and primary care. Milbank Q 1997;75:261–88. 10.1111/1468-0009.000549184684
  358. Wikstrøm E, Dellve L. Contemporary leadership in healthcare organizations: fragmented or concurrent leadership. J Health Organ Manag 2009;23:411–28. 10.1108/1477726091097930819862865
  359. Willgerodt MA, Abu-Rish Blakeney E, Summerside N, Vogel MT, Liner DA, Zierler B. Impact of leadership development workshops in facilitating team-based practice transformation. J Interprof Care 2020;34:76–86. 10.1080/13561820.2019.160449631039647
  360. Wright K, Rowitz L, Merkle A, Reid WM, Robinson G, Herzog B, et al. Competency development in public health leadership. Am J Public Health 2000;90:1202–7. 10.2105/AJPH.90.8.120210936996
  361. Wu W-L, Lee Y-C. Empowering group leaders encourages knowledge sharing: integrating the social exchange theory and positive organizational behavior perspective. J Knowl Manag 2017;21:474–91. 10.1108/JKM-08-2016-0318
  362. Yancey AK. The meta-volition model: organizational leadership is the key ingredient in getting society moving, literally! Prev Med 2009;49:342–51. 10.1016/j.ypmed.2009.09.00419744510
  363. Zablocki E. Effect of system restructuring on quality leadership. Qual Lett Healthc Lead 1996;8:2–9.
  364. Zaccaro SJ, Green JP, Dubrow S, Kolze M. Leader individual differences, situational parameters, and leadership outcomes: a comprehensive review and integration. Leadersh Q 2018;29:2–43. 10.1016/j.leaqua.2017.10.003
  365. Zaher CA. Physician leadership. Learning to be a leader. Physician Exec 1996;22:10–7.
  366. Zismer DK. The psychology of organizational structure in integrated health systems. Physician Exec 2011;37:36–43.21675313
  367. Zismer DK, Werner MJ. Managing the physics of the economics of integrated health care. Physician Exec 2012;38:38–45.
  368. Aboumatar HJ, Weaver SJ, Rees D, Rosen MA, Sawyer MD, Pronovost PJ. Towards high-reliability organising in healthcare: a strategy for building organisational capacity. BMJ Qual Saf 2017;26:663–70. 10.1136/bmjqs-2016-006240
  369. Addicott R. Challenges of commissioning and contracting for integrated care in the National Health Service (NHS) in England. Aust J Prim Health 2016;22:50–4. 10.1071/PY1506726328512
  370. Agius SJ, Brockbank A, Baron R, Farook S, Hayden J. The impact of an integrated medical leadership programme. J Health Organ Manag 2015;29:39–54. 10.1108/JHOM-09-2013-018825735552
  371. Allen D. Lost in translation? ‘Evidence’ and the articulation of institutional logics in integrated care pathways: from positive to negative boundary object? Sociol Health Iln 2013;36:807–22. 10.1111/1467-9566.12111
  372. Lewis B, Allen S. Leading change: evidence-based transition. Clin Nurse Spec 2015;29:E1–7. 10.1097/NUR.0000000000000102
  373. Alrabie N. Integrating professionals in French multi-professional health homes: fostering collaboration beyond the walls. Health Serv Manage Res 2020;33:86–95. 10.1177/095148481985882831248282
  374. Altaras R, Montague M, Graham K, Strachan CE, Senyonjo L, King R, et al. Integrated community case management in a peri-urban setting: a qualitative evaluation in Wakiso District, Uganda. BMC Health Serv Res 2017;17:785. 10.1186/s12913-017-2723-029183312
  375. Alvesson M. Leadership as social integrative action: a study of a computer consultancy company. Organ Stud 1992;13:185–209. 10.1177/017084069201300202
  376. Amarasingham R, Xie B, Karam A, Nguyen N, Kapoor B. Using community partnerships to integrate health and social services for high-need, high-cost patients. Issue Brief 2018;2018:1–11.
  377. Anderko L, Bartz C, Lundeen S. Practice-based research networks: nursing centers and communities working collaboratively to reduce health disparities. Nurs Clin North Am 2005;40:747–58, xi–xii. 10.1016/j.cnur.2005.08.009
  378. Anonymous. Facilitating an integrated approach to primary health care in Saskatchewan. Concern 1998;27:26–9.
  379. Arain M, Suter E, Hepp S, Nanayakkara S, Harrison EL, Mickelson G, et al. Interprofessional competency toolkit for internationally educated health professionals: evaluation and pilot testing. J Contin Educ Health Prof 2017;37:173–82. 10.1097/CEH.000000000000016028767540
  380. Arasteh AR. Toward Final Personality Integration: A Measure for Health, Social Change, and Leadership. Hoboken, NJ: John Wiley & Sons; 1975.
  381. Armistead C, Pettigrew P, Aves S. Exploring leadership in multi-sectoral partnerships. Leadership 2007;3:211–30. 10.1177/1742715007076214
  382. Arsenault PM. The forgotten leaders: integrating charismatic leadership into leadership development programs. J Leadersh Stud 1997;4:140–9. 10.1177/107179199700400112
  383. Jeffers BR, Astroth KS. The clinical nurse leader: prepared for an era of healthcare reform. Nurs Forum 2013;48:223–9. 10.1111/nuf.1203223889201
  384. Avolio BJ. Promoting more integrative strategies for leadership theory-building. Am Psychol 2007;62:25–33. 10.1037/0003-066X.62.1.2517209677
  385. Bachrach DJ. Developing physician leaders in academic medical centers. Part 1: their changing role. Med Group Manage J 1996;43:35–8, 40, 44 passim.
  386. Bachrach DJ. Developing physician leaders in academic medical centers. Med Group Manage J 1997;44:34–8, 40–3.
  387. Bail K, Arbon P, Eggert M, Gardner A, Hogan S, Phillips C, et al. Potential scope and impact of a transboundary model of nurse practitioners in aged care. Aust J Prim Health 2009;15:232–7. 10.1071/PY09009
  388. Bakari H, Hunjra AI, Niazi GSK. How does authentic leadership influence planned organizational change? The role of employees’ perceptions: integration of theory of planned behavior and Lewin’s three step model. J Change Manag 2017;17:155–87. 10.1080/14697017.2017.1299370
  389. Baker G, Denis J-L. Medical leadership in health care systems: from professional authority to organizational leadership. Public Money Manag 2011;31:355–62. 10.1080/09540962.2011.598349
  390. Bakhai SY. Implementation of integrated transition of care management in an academic, hospital based safety-net primary care clinic. J Gen Intern Med 2018;33(Suppl. 1):795.29633143
  391. Balasubramanian BA, Cohen DJ, Jetelina KK, Dickinson LM, Davis M, Gunn R, et al. Outcomes of integrated behavioral health with primary care. J Am Board Fam Med 2017;30:130–9. 10.3122/jabfm.2017.02.16023428379819
  392. Balio CP, Yeager VA, Beitsch LM. Perceptions of public health 3.0: concordance between public health agency leaders and employees. J Public Health Manag Pract 2019;25:S103–S12. 10.1097/PHH.000000000000090330720623
  393. Bankston White C, Birmingham J. Case management directors: how to manage in a transition-focused world: part 2. Prof Case Manag 2015;20:115–27. 10.1097/NCM.000000000000009025700135
  394. Bankston White C, Birmingham J. Case management directors: how to manage in a transition-focused world: part 1. Prof Case Manag 2015;20:63–78. 10.1097/NCM.000000000000007825629731
  395. Yank GR, Barber JW, Spradlin WW. Mental health treatment teams and leadership: a systems model. Behav Sci 1994;39:293–310. 10.1002/bs.38303904057980369
  396. Barber JB, Koch KE, Parente D, Mark J, Davis KM. Evolution of an integrated health system: a life cycle framework. J Healthc Manag 1998;43:359–77. 10.1097/00115514-199807000-00011
  397. Bartlett M, Dowell J, Graham F, Knight K, Law S, Lockwood P, et al. Dundee’s Longitudinal Integrated Clerkship: drivers, implementation and early evaluation. Educ Prim Care 2019;30:72–9. 10.1080/14739879.2018.156488930652938
  398. Battistella RM, Weil TP. The new management competencies: a global perspective. Physician Exec 1996;22:18–23.
  399. Bauer A, Evans-Lacko S, Knapp M. Valuing recovery-oriented practice at the interface between mental health services and communities: the role of organisational characteristics and environments. Int J Soc Psychiatry 2019;65:136–43. 10.1177/002076401983131930808231
  400. Beam MA, Muller B, Lee J, Gorman P. Exploring the structural causes of health disparities: novel, student-led structural competency and leadership curriculum at Oregon Health & Sciences University. J Gen Intern Med 2016;31:S820.
  401. Beckett P, Field J, Molloy L, Yu N, Holmes D, Pile E. Practice what you preach: developing person-centred culture in inpatient mental health settings through strengths-based, transformational leadership. Issues Ment Health Nurs 2013;34:595–601. 10.3109/01612840.2013.79052423909671
  402. Bedard RE, Stark R, Gaufberg E. Public narrative as a tool to promote team-based care. J Gen Intern Med 2013;28:S476.
  403. Begun JW, Tornabeni J, White KR. Opportunities for improving patient care through lateral integration: the clinical nurse leader. J Healthc Manag 2006;51:19–25. 10.1097/00115514-200601000-0000516479747
  404. Behrendt P, Matz S, Goritz AS. An integrative model of leadership behavior. Leadersh Q 2017;28:229–44. 10.1016/j.leaqua.2016.08.002
  405. Belcher HM, Stone JD, McFadden JA, Hemmingson TA, Kreutzer C, Harris LG, et al. Evaluating maternal and child health and leadership competencies of emerging MCH Leaders: the MCHC/RISE-UP experience. Matern Child Health J 2015;19:2560–7. 10.1007/s10995-015-1796-926179722
  406. Bellack JP, Morjikian R, Barger S, Strachota E, Fitzmaurice J, Lee A, et al. Developing BSN leaders for the future: the Fuld Leadership Initiative for Nursing Education (LINE). J Prof Nurs 2001;17:23–32. 10.1053/jpnu.2001.2024711211379
  407. Belling R, Whittock M, McLaren S, Burns T, Catty J, Jones IR, et al. Achieving continuity of care: facilitators and barriers in community mental health teams. Implement Sci 2011;6:23. 10.1186/1748-5908-6-2321418579
  408. Bellonci C. Physician leadership in residential treatment for children and adolescents. Child Adolesc Psychiatr Clin N Am 2010;19:21–30. 10.1016/j.chc.2009.08.00119951804
  409. Bender M, Connelly CD, Glaser D, Brown C. Clinical nurse leader impact on microsystem care quality. Nurs Res 2012;61:326–32. 10.1097/NNR.0b013e318265a5b622935769
  410. Bender M, Connelly CD, Brown C. Interdisciplinary collaboration: the role of the clinical nurse leader. J Nurs Manag 2013;21:165–74. 10.1111/j.1365-2834.2012.01385.x23339506
  411. Bender M. Clinical nurse leader integration into practice: developing theory to guide best practice. J Prof Nurs 2016;32:32–40. 10.1016/j.profnurs.2015.06.00726802589
  412. Bender M, Williams M, Su W, Hites L. Clinical nurse leader integrated care delivery to improve care quality: factors influencing perceived success. J Nurs Scholarsh 2016;48:414–22. 10.1111/jnu.1221727152986
  413. Bender M, Williams M, Su W, Hites L. Refining and validating a conceptual model of Clinical Nurse Leader integrated care delivery. J Adv Nurs 2017;73:448–64. 10.1111/jan.1311327555500
  414. Bender M, Avolio A, Baker P, Harris JL, Hilton N, Hites L, et al. Developing the clinical nurse leader survey instrument: a modified Delphi study. J Nurs Care Qual 2018;33:300–8. 10.1097/NCQ.000000000000031029240571
  415. Bender M, Spiva L, Su W, Hites L. Organising nursing practice into care models that catalyse quality: a clinical nurse leader case study. J Nurs Manag 2018;26:653–62. 10.1111/jonm.1259629424039
  416. Bender M, Baker P, Harris JL, Hites L, LaPointe RJ, Murphy EA, et al. Advancing the clinical nurse leader model through academic-practice-policy partnership. Nurs Outlook 2019;67:345–53. 10.1016/j.outlook.2019.02.00730929956
  417. Bergmann S, Bliss J. Foundations of cross-boundary cooperation: resource management at the public-private interface. Soc Nat Resour 2004;17:377–93. 10.1080/08941920490430142
  418. Bernheim RG, Melnick A. Principled leadership in public health: integrating ethics into practice and management. J Public Health Manag Pract 2008;14:358–66. 10.1097/01.PHH.0000324564.64910.f518552647
  419. Bezold C, Mayer E, Dighe A. Visionary leadership and the future of VA health system. Hosp Health Serv Adm 1997;42:367–82.10169293
  420. Bianchi M, Bagnasco A, Bressan V, Barisone M, Timmins F, Rossi S, et al. A review of the role of nurse leadership in promoting and sustaining evidence-based practice. J Nurs Manag 2018;26:918–32. 10.1111/jonm.1263830198088
  421. Bienefeld N, Grote G. Speaking up in ad hoc multiteam systems: individual-level effects of psychological safety, status, and leadership within and across teams. Eur J Work Organ Psychol 2014;23:930–45. 10.1080/1359432X.2013.808398
  422. Billings J, Davis A. Developing a joint outcomes contracting model for integrated health and social care for older people. J Integr Care 2016;24:282–99. 10.1108/JICA-09-2016-0031
  423. Blair JD, Payne GT. The paradox prescription: leading the medical group of the future. Health Care Manage Rev 2000;25:44–58. 10.1097/00004010-200001000-0000610710728
  424. Bligh MC. From Culture Clash to Integration: The Role of Leadership in Transforming Post-merger Employee Identification. Dissertation Abstracts International Section A: Humanities and Social Sciences 2002;63:264.
  425. Bono JE, Shen W, Snyder M. Fostering integrative community leadership. Leadersh Q 2010;21:324–35. 10.1016/j.leaqua.2010.01.010
  426. Bowles JR, Batcheller J, Adams JM, Zimmermann D, Pappas S. Nursing’s leadership role in advancing professional practice/work environments as part of the quadruple aim. Nurs Adm Q 2019;43:157–63. 10.1097/NAQ.000000000000034230839452
  427. Bradley EH, Taylor LA, Cuellar CJ. Management matters: a leverage point for health systems strengthening in global health. Int J Health Policy Manag 2015;4:411–15. 10.15171/ijhpm.2015.10126188805
  428. Brannan S. Teamwork, Shared Care, Referral and Delegation. In The British Medical Association (BMA), editor. Medical Ethics Today: The BMA’s Handbook of Ethics and Law. 3rd edn. London: BMA; 2012.
  429. Brazier J. Accounting for cross boundary flows. Br Med J 1987;295:898–900. 10.1136/bmj.295.6603.8983119092
  430. Breck WD. An Investigation of Leader Behavior: Integrating Theory and Practice. Dissertation Abstracts International Section A: Humanities and Social Sciences 1983;43:3162.
  431. Bresnen M, Hodgson D, Bailey S, Hyde P, Hassard J. Being a manager, becoming a professional? A case study and interview-based exploration of the use of management knowledge across communities of practice in health-care organisations. Health Ser Deliv Res 2014;2(14). 10.3310/hsdr02140
  432. Brewer M. Exploring the potential of a capability framework as a vision and ‘sensemaking’ tool for leaders of interprofessional education. J Interprof Care 2016;30:574–81. 10.1080/13561820.2016.118296927314171
  433. Brigham L, Maxwell C, Smith A. Leading in practice: a case study of how health visitors share and develop good practice. Community Pract 2012;85:24–8.
  434. Brodbeck FC, Chhokar JS, House RJ. Culture and Leadership in 25 Societies: Integration, Conclusions, and Future Directions. In Culture and Leadership across the World: The GLOBE Book of In-depth Studies of 25 Societies. London: Psychology Press; 2008.
  435. Brooks BA, Davis S, Kulbok P, Frank-Lightfoot L, Sgarlata L, Poree S. Aligning provider team members with polyvalent community health workers. Nurs Adm Q 2015;39:211–17. 10.1097/NAQ.000000000000011026049598
  436. Brooks AJ, McClafferty H, Lebensohn P, Ricker M. Tools to encourage resiliency in health-care providers and educators. Glob Adv Health Med 2018;7:14–5.
  437. Brower HH, Schoorman FD, Tan HH. A model of relational leadership: the integration of trust and leader-member exchange. Leadersh Q 2000;11:227–50. 10.1016/S1048-9843(00)00040-0
  438. Buchner DL, Brenner JL, Kabakyenga J, Teddy K, Maling S, Barigye C, et al. Stakeholders’ perceptions of integrated community case management by community health workers: a post-intervention qualitative study. PLOS One 2014;9:e98610. 10.1371/journal.pone.009861024927074
  439. Burke CS, Sims DE, Lazzara EH, Salas E. Trust in leadership: a multi-level review and integration. Leadersh Q 2007;18:606–32. 10.1016/j.leaqua.2007.09.006
  440. Burpitt WJ. Pro-active Learning among Project Teams: The Influence of Leader Behavior, Functional Diversity, and Cross Boundary Communication. Dissertation Abstracts International Section A: Humanities and Social Sciences 1996;56:4036.
  441. Burt I, Patel SH, Butler SK, Gonzalez T. Integrating leadership skills into anger management groups to reduce aggressive behaviors: the LIT model. J Ment Health Couns 2013;35:124–41. 10.17744/mehc.35.2.p442173655261737
  442. Burton CR, Rycroft-Malone J, Williams L, Davies S, McBride A, Hall B, et al. NHS managers’ use of nursing workforce planning and deployment technologies: a realist synthesis. Health Serv Deliv Res 2018;6(36). 10.3310/hsdr06360
  443. Busetto L, Luijkx K, Calciolari S, Ortiz LGG, Vrijhoef HJM. Barriers and facilitators to workforce changes in integrated care. Int J Integr Care 2018;18:17. 10.5334/ijic.358730127701
  444. Butterfield DA. An Integrative Approach to the Study of Leadership Effectiveness in Organizations. Dissertation Abstracts International Section A: Humanities and Social Sciences 1969;29:3122.
  445. Cacioppe R. An integrated model and approach for the design of effective leadership development programs. Leadersh Organ Dev J 1998;19:44–53. 10.1108/01437739810368820
  446. Caldwell BS. Multi-team dynamics and distributed expertise in imission operations. Aviat Space Environ Med 2005;76(Suppl. 6):B145–53.15943207
  447. Caldwell C, Voelker C, Dixon RD, LeJeune A. Transformative leadership: an ethical stewardship model for healthcare. Organ Ethic 2008;4:126–34.18839754
  448. Callahan CD, Adair D, Bozic KJ, Manning BT, Saleh JK, Saleh KJ. Orthopaedic surgery under national health reform: an analysis of power, process, adaptation, and leadership: AOA critical issues. J Bone Joint Surg Am 2014;96:e111. 10.2106/JBJS.M.0106724990985
  449. Carlin M, Peterman E. Infrastructure for cross-sector collaboration: the state health leader perspective. J Public Health Manag Pract 2019;25:405–7. 10.1097/PHH.000000000000103831136516
  450. Carlton EL. Answering the call for integrating population health: insights from health system executives. Adv Health Care Manag 2014;16:115–38. 10.1108/s1474-82312014000001600925626202
  451. Caron RM, Hiller MD, Wyman WJ. Public health system partnerships: role for local boards of health in preparing the future public health workforce. J Community Health 2014;39:29–34. 10.1007/s10900-013-9737-223897268
  452. Carter N, Martin-Misener R, Kilpatrick K, Kaasalainen S, Donald F, Bryant-Lukosius D, et al. The role of nursing leadership in integrating clinical nurse specialists and nurse practitioners in healthcare delivery in Canada. Nurs Leadersh 2010;23:167–85. 10.12927/cjnl.2010.22274
  453. Chartered MI. A Management and Leadership Health-check: A Diagnosis of Management and Leadership Development Needs in the Health and Social Care Sector. London: Chartered Management Institute; 2013.
  454. Chicorelli J, Dennie A, Heinrich C, Hinchey B, Honarparvar F, Jennings M, et al. Canadian student leaders’ perspective on interprofessional education: a consensus statement. J Interprof Care 2016;30:545–7. 10.3109/13561820.2016.115918727268765
  455. Chiocchio F, Rabbat F, Lebel P. Multi-level efficacy evidence of a combined interprofessional collaboration and project management training program for healthcare project teams. Proj Manag J 2015;46:20–34. 10.1002/pmj.21507
  456. Christensen T, Stoller JK. Physician leadership development at Cleveland Clinic: a brief review. Australas Psychiatry 2016;24:235–9. 10.1177/103985621663590726917854
  457. Chu KWK, Cheung LLW. Incorporating sustainability in small health-care facilities: an integrated model. Leadersh Health Serv 2018;31:441–51. 10.1108/LHS-07-2017-0043
  458. Chubak J, Tuzzio L, Hsu C, Alfano C, Rabin B, Hornbrook M, et al. Providing care to cancer survivors in integrated health care delivery systems: barriers, facilitators and opportunities. Psychooncology 2013;22:2–3. 10.1200/JOP.2011.000312
  459. Chartered Institute of Personnel and Development (CIPD). Purposeful Leadership: What Is It, What Causes It and Does It Matter? London: CIPD; 2017.
  460. Clark JS. The system chief nurse executive role: sign of the changing times? Nurs Adm Q 2012;36:299–305. 10.1097/NAQ.0b013e318266944022955217
  461. Clarke AN, Cilenti D. Developing collaborative maternal and child health leaders: a descriptive study of the National Maternal and Child Health Workforce Development Center. Matern Child Health J 2018;22:17–23. 10.1007/s10995-017-2399-429101524
  462. Clarke PN, Berkland D. Paradoxes in healthcare leadership: being-nonbeing. Nurs Sci Q 2019;32:116–19. 10.1177/089431841982623930888287
  463. Clausen C, Cummins K, Dionne K. Educational interventions to enhance competencies for interprofessional collaboration among nurse and physician managers: an integrative review. J Interprof Care 2017;31:685–95. 10.1080/13561820.2017.134715328862885
  464. Clyne B, Rapoza B, George P. Leadership in undergraduate medical education: training future physician leaders. R I Med J 2015;98:36–40.
  465. Coates D. Integrated leadership development programmes: are they effective and what role does coaching play? Int J Evid Based Coach Mentor 2013;SpecIssue 7:39–55.
  466. Cochran J, Kaplan GS, Nesse RE. Physician leadership in changing times. Healthc 2014;2:19–21. 10.1016/j.hjdsi.2014.01.001
  467. Cockerham J, Figueroa-Altmann A, Eyster B, Ross C, Salamy J. Supporting newly hired nurses: a program to increase knowledge and confidence while fostering relationships among the team. Nurs Forum 2011;46:231–9. 10.1111/j.1744-6198.2011.00236.x22029766
  468. Cohen A, Fairclough L, Jass J. Optimizing community and stakeholder engagement in a merger of community health centres. Healthc Manage Forum 2011;24:192–5. 10.1016/j.hcmf.2011.08.00222256516
  469. Cohn J. Leading healthcare in complexity. Nurs Leadersh (Tor Ont) 2014;27:52–64. 10.12927/cjnl.2015.2413925815410
  470. Cole MS, Bedeian AG, Bruch H. Linking leader behavior and leadership consensus to team performance: integrating direct consensus and dispersion models of group composition. Leadersh Q 2011;22:383–98. 10.1016/j.leaqua.2011.02.012
  471. Coleman AY. Managing managed care. The task calls for an integrated management team. Health Prog 1997;78:34–6, 46.
  472. Coleman C. Integrating quality and breast cancer care: role of the clinical nurse leader. Oncol Nurs Forum 2013;40:311–14. 10.1188/13.ONF.311-31423803263
  473. Collins DA, Thompson K, Atwood KA, Abadi MH, Rychener DL, Simmons LA. Integration of health coaching concepts and skills into clinical practice among VHA providers: a qualitative study. Glob Adv Health Med 2018;7:1–8. 10.1177/2164957X18757463
  474. Collins IM, Cross H, Woollett A, Underhill CR. Establishing leadership in regional oncology within the Victorian Comprehensive Cancer Centre. Asia Pac J Clin Oncol 2018;14(Suppl. 7):127–8.
  475. Coutinho AJ, Bhuyan N, Gits A, Alavi M, Ho T, Shiraki J, et al. Student and resident involvement in Family Medicine for America’s Health: a step toward leadership development. Fam Med 2019;51:166–72. 10.22454/FamMed.2019.85753930736042
  476. Cowan LD. e-Leadership: leading in a virtual environment – guiding principles for nurse leaders. Nurs Econ 2014;32:312–19, 322.26267962
  477. Coxon K. Common experiences of staff working in integrated health and social care organisations: a European perspective. J Integr Care 2005;13:13–21. 10.1108/14769018200500012
  478. Craddock D, O’Halloran C, McPherson K, Hean S, Hammick M. A top-down approach impedes the use of theory? Interprofessional educational leaders’ approaches to curriculum development and the use of learning theory. J Interprof Care 2013;27:65–72. 10.3109/13561820.2012.73688823137295
  479. Crawford CL, Chu F, Judson LH, Cuenca E, Jadalla AA, Tze-Polo L, et al. An integrative review of nurse-to-nurse incivility, hostility, and workplace violence: a GPS for nurse leaders. Nurs Adm Q 2019;43:138–56. 10.1097/NAQ.000000000000033830839451
  480. Crosby LE, Parr W, Smith T, Mitchell MJ. The community leaders institute: an innovative program to train community leaders in health research. Acad Med 2013;88:335–42. 10.1097/ACM.0b013e318280d8de23348087
  481. Crosby BC, Bryson JM. Public Integrative Leadership. In Day DV, editor. The Oxford Handbook of Leadership and Organizations. Oxford: Oxford University Press; 2014. 10.1093/oxfordhb/9780199755615.013.003
  482. Curtis EA, Sheerin FK, Vries Jd. Developing leadership in nursing: the impact of education and training. Br J Nurs 2011;20:344–52. 10.12968/bjon.2011.20.6.34421471889
  483. Dale H, Lee A. Behavioural health consultants in integrated primary care teams: a model for future care. BMC Fam Pract 2016;17:97. 10.1186/s12875-016-0485-027473414
  484. Davis MM, Balasubramanian BA, Cifuentes M, Hall J, Gunn R, Fernald D, et al. Clinician staffing, scheduling, and engagement strategies among primary care practices delivering integrated care. J Am Board Fam Med 2015;28(Suppl. 1):32–40. 10.3122/jabfm.2015.S1.150087
  485. Day DV, Sin H-P. Longitudinal tests of an integrative model of leader development: charting and understanding developmental trajectories. Leadersh Q 2011;22:545–60. 10.1016/j.leaqua.2011.04.011
  486. Day K, Norris T. Leadership in times of crisis during change due to health IT projects. Healthc Rev Online 2006;10.
  487. de Leeuw E. Engagement of sectors other than health in integrated health governance, policy, and action. Annu Rev Public Health 2017;38:329–49. 10.1146/annurev-publhealth-031816-04430928125390
  488. de Zulueta PC. Developing compassionate leadership in health care: an integrative review. J Healthc Leadersh 2016;8:1–10. 10.2147/JHL.S9372429355200
  489. Denis JL, van Gestel N. Medical doctors in healthcare leadership: theoretical and practical challenges. BMC Health Serv Res 2016;16(Suppl. 2):158. 10.1186/s12913-016-1392-827230551
  490. Derue DS, Nahrgang JD, Wellman N, Humphrey SE. Trait and behavioral theories of leadership: an integration and meta-analytic test of their relative validity. Pers Psychol 2011;64:7–52. 10.1111/j.1744-6570.2010.01201.x
  491. Di Fabio A, Bucci O, Gori A. High Entrepreneurship, Leadership, and Professionalism (HELP): toward an integrated, empirically based perspective. Front Psychol 2016;7:1842. 10.3389/fpsyg.2016.0184227933015
  492. Doherty C, Hope W. Shared governance – nurses making a difference. J Nurs Manag 2000;8:77–81. 10.1046/j.1365-2834.2000.00162.x11051963
  493. Drenkard KN. The clinical nurse leader: a response from practice. J Prof Nurs 2004;20:89–96. 10.1016/j.profnurs.2004.02.00115176010
  494. Dulsrud L, Assadi A, Fazari L, Trinder V, Dryden-Palmer K. Integration of nurse practitioner team into cardiac critical care: a program in review. Pediatr Crit Care Med 2018;19(Suppl. 1):149. 10.1097/01.pcc.0000537792.11380.9e
  495. Durbin S, Haglund C, Dowling W. Integrating strategic planning and quality management in a multi-institutional system. Qual Manag Health Care 1993;1:24–34. 10.1097/00019514-199322000-0000410131008
  496. Edmonstone JD. Escaping the healthcare leadership cul-de-sac. Leadersh Health Serv 2017;30:76–91. 10.1108/LHS-02-2016-0012
  497. Edwards N, Kaseje D, Kahwa E, Klopper HC, Mill J, Webber J, et al. The impact of leadership hubs on the uptake of evidence-informed nursing practices and workplace policies for HIV care: a quasi-experimental study in Jamaica, Kenya, Uganda and South Africa. Implement Sci 2016;11:110. 10.1186/s13012-016-0478-327488735
  498. Edwards LD, Till A, McKimm J. Leading the integration of physician associates into the UK health workforce. Br J Hosp Med 2019;80:18–21. 10.12968/hmed.2019.80.1.18
  499. Eisenbeiss SA, van Knippenberg D, Boerner S. Transformational leadership and team innovation: integrating team climate principles. J Appl Psychol 2008;93:1438–46. 10.1037/a001271619025260
  500. Ekmekci O, Plack M, Pintz C, Bocchino J, LeLacheur S, Halvaksz J. Integrating executive coaching and simulation to promote interprofessional education of health care students. J Allied Health 2013;42:17–24.23471281
  501. Elaine H, DeBasio N, Warmbrodt L, Gartland M, Bassett W, Tansey M. Collaborative graduate education: executive nurse practice and health care leadership. Nurs Leadersh Forum 2004;8:123–7.15495758
  502. Elliott R. Utilising evidence-based leadership theories in coaching for leadership development: towards a comprehensive integrating conceptual framework. Int Coach Psychol Rev 2011;6:46–70.
  503. Emslie S, Oliver C, Bruce J. Getting governance right at board level: The Policy Governance® approach to building better National Health Service boards. Clinician Manag 2006;14:69–77.
  504. Ezell AS, Morse JM. Cross-boundary power related to interagency relationships between community agencies. J Health Hum Resour Adm 1982;5:201–8.10258791
  505. Fagin CM. Improving nursing practice, education, and research. J Nurs Adm 1996;26:30–7. 10.1097/00005110-199603000-00013
  506. Farnsworth TJ, Peterson T, Neill K, Neill M, Seikel JA, Lawson J. Understanding the structural, human resource, political, and symbolic dimensions of implementing and sustaining interprofessional education. J Allied Health 2015;44:152–7.26342612
  507. Ferris GR, Rowland KM. Leadership, job perceptions, and influence: a conceptual integration. Hum Relat 1981;34:1069–77. 10.1177/001872678103401204
  508. Fischer J, Wildman JL. Globally Intelligent Leadership: Toward an Integration of Competencies. In Wildman JL, Griffith RL, Armon BK, editors. Critical Issues in Cross Cultural Management. Cham: Springer Nature; 2016. 10.1007/978-3-319-42166-7
  509. Fisher J. A model of integrated leadership. Organ Dyn 2018;47:70–7.
  510. Fitzgerald C, Kirby LK. Developing Leaders: Research and Applications in Psychological Type and Leadership Development: Integrating Reality and Vision, Mind and Heart. Palo Alto, CA: Davies-Black Publishing; 1997. 10.1016/j.orgdyn.2018.01.006
  511. Fleştea AM, Fodor OC, Curşeu PL, Miclea M. ‘We didn’t know anything, it was a mess!’ Emergent structures and the effectiveness of a rescue operation multi-team system. Ergonomics 2017;60:44–58. 10.1080/00140139.2016.116285227054405
  512. Foels R, Driskell JE, Mullen B, Salas E. The effects of democratic leadership on group member satisfaction: an integration. Small Group Res 2000;31:676–701. 10.1177/104649640003100603
  513. Foglia MB, Cohen JH. Ethical leadership and employees’ perceptions about raising ethical concerns to managers in the Veterans Health Administration. AJOB Empir Bioeth 2019;10:155–63. 10.1080/23294515.2019.163465431314690
  514. Foley R, Wurmser TA. Culture diversity/a mobile workforce command creative leadership, new partnerships, and innovative approaches to integration. Nurs Adm Q 2004;28:122–8. 10.1097/00006216-200404000-0000815181678
  515. Foli KJ, Braswell M, Kirkpatrick J, Lim E. Development of leadership behaviors in undergraduate nursing students: a service-learning approach. Nurs Educ Perspect 2014;35:76–82. 10.5480/11-578.124783721
  516. Forsyth C, Mason B. Shared leadership and group identification in healthcare: the leadership beliefs of clinicians working in interprofessional teams. J Interprof Care 2017;31:291–9. 10.1080/13561820.2017.128000528276843
  517. Foster S. Enhancing Peak Potential in Managers and Leaders: Integrating Knowledge and Findings from Sport Psychology. In Lowman RL, editor. The California School of Organizational Studies Handbook of Organizational Consulting Psychology: A Comprehensive Guide to Theory, Skills, and Techniques. Hoboken, NJ: Wiley; 2002.
  518. Foster C, Roche F. Integrating trait and ability EI in predicting transformational leadership. Leadersh Organ Dev J 2014;35:316–34. 10.1108/LODJ-07-2012-0087
  519. Frankel AS, Leonard MW, Denham CR. Fair and just culture, team behavior, and leadership engagement: the tools to achieve high reliability. Health Serv Res 2006;41:1690–709. 10.1111/j.1475-6773.2006.00572.x16898986
  520. Frankel SA, Bourgeois JA, Xiong G, McCarron R, Han J, Erdberg P. The medical-psychiatric coordinating physician-led model: team-based treatment for complex patients. Psychosomatics 2014;55:333–42. 10.1016/j.psym.2013.12.01424833116
  521. Fuller S. The role of nurse leaders in improving health. Nurs Times 2015;111:12–4.
  522. Fuqua DR, Newman JL. Integrating structural and behavioral leadership strategies. Consult Psychol J 2005;57:126–32. 10.1037/1065-9293.57.2.126
  523. Garber JS, Madigan EA, Click ER, Fitzpatrick JJ. Attitudes towards collaboration and servant leadership among nurses, physicians and residents. J Interprof Care 2009;23:331–40. 10.1080/1356182090288625319517285
  524. Gardner WL, Cogliser CC. Special issue on meso-modeling of leadership: integrating micro- and macro-perspectives of leadership. Leadersh Q 2009;20:501–2. 10.1016/j.leaqua.2009.04.002
  525. Gebru AA, Mosadeghrad AM, Sari AA. Perceptions of leadership, motivation, structure, and assurance for implementation of emergency medical services in Ethiopia: perspectives of emergency medical services case teams based on focus group discussions. Hum Antibodies 2019;27:53–71. 10.3233/HAB-190383
  526. Gentina E, Butori R, Heath TB. Unique but integrated: the role of individuation and assimilation processes in teen opinion leadership. J Bus Res 2014;67:83–91. 10.1016/j.jbusres.2012.11.013
  527. Gentry WA, Eckert RH. Integrating implicit leadership theories and fit into the development of global leaders: a 360-degree approach. Ind Organ Psychol 2012;5:224–7. 10.1111/j.1754-9434.2012.01434.x
  528. Geraghty A, Paterson-Brown S. Leadership and working in teams. Surgery 2018;36:503–8. 10.1016/j.mpsur.2018.07.013
  529. Gibb CE, Morrow M, Clarke CL, Cook G, Gertig P, Ramprogus V. Transdisciplinary working: evaluating the development of health and social care provision in mental health. J Ment Health 2002;11:339–50. 10.1080/09638230020023714
  530. Gifford WA, Holyoke P, Squires JE, Angus D, Brosseau L, Egan M, et al. Managerial leadership for research use in nursing and allied health care professions: a narrative synthesis protocol. Syst Rev 2014;3:57. 10.1186/2046-4053-3-5724903267
  531. Ginsberg S, Hochman JD. Policy, Implementation, and Leadership: Making an Integrated Model of Mental Health and Early Intervention Practice an Operational Reality. In Foley GM, Hochman JD, editors. Mental Health in Early Intervention: Achieving Unity in Principles and Practice. Baltimore, MD: Paul H Brookes Publishing Co; 2006.
  532. Glaser JP. Partners HealthCare. Creating and managing an integrated delivery system. MD Comput 2000;17:23–8.
  533. Gleave R, Wong I, Porteus J. What is ‘more integration’ between health and social care? Results of a survey of primary care trusts and directors of adult social care in England. Int J Integr Care 2010;18:29–44. 10.5042/jic.2010.0558
  534. Golden A, Miller K. Principles on integrating behavioral health into medical homes must not designate leaders as ‘physicians only’. Fam Syst Health 2014;32:139–40. 10.1037/fsh000004624955683
  535. Goldsberry JW. Advanced practice nurses leading the way: interprofessional collaboration. Nurse Educ Today 2018;65:1–3. 10.1016/j.nedt.2018.02.02429518668
  536. Goldstein AO, Calleson D, Bearman R, Steiner BD, Frasier PY, Slatt L. Teaching Advanced Leadership Skills in Community Service (ALSCS) to medical students. Acad Med 2009;84:754–64. 10.1097/ACM.0b013e3181a4066019474554
  537. Gonzalez-Navarro P, Zurriaga-Llorens R, Olateju AT, Llinares-Insa LI. Envy and counterproductive work behavior: the moderation role of leadership in public and private organizations. Int J Environ Res Public Health 2018;15:1455. 10.3390/ijerph15071455
  538. Goodridge D, Westhorp G, Rotter T, Dobson R, Bath B. Lean and leadership practices: development of an initial realist program theory. BMC Health Serv Res 2015;15:362. 10.1186/s12913-015-1030-x26345184
  539. Goodwin N, Lawton-Smith S. Integrating care for people with mental illness: the Care Programme Approach in England and its implications for long-term conditions management. Int J Integr Care 2010;10:e040. 10.5334/ijic.51625035692
  540. Goodwin N, Perry C, Dixon A, Ham C, Smith J, Davies A, et al. A Report to the Department of Health and the NHS Future Forum: Integrated Care for Patients and Populations: Improving Outcomes by Working Together. London: The King’s Fund and Nuffield Trust; 2012. URL: www.kingsfund.org.uk/sites/default/files/integrated-care-patients-populations-paper-nuffield-trust-kings-fund-january-2012.pdf (accessed 19 November 2020).
  541. Gopinathan U, Watts N, Hougendobler D, Lefebvre A, Cheung A, Hoffman SJ, Røttingen JA. Conceptual and institutional gaps: understanding how the WHO can become a more effective cross-sectoral collaborator. Global Health 2015;11:46. 10.1186/s12992-015-0128-626596963
  542. Gotsis G, Grimani K. Diversity as an aspect of effective leadership: integrating and moving forward. Leadersh Organ Dev J 2016;37:241–64. 10.1108/LODJ-06-2014-0107
  543. Graham IW, Jack E. Promoting leadership: the development of a nurse executive team in an acute hospital trust. J Nurs Manag 2008;16:955–63. 10.1111/j.1365-2834.2008.00915.x19094108
  544. Grant CG, Ramos R, Davis JL, Lee Green B. Community health needs assessment: a pathway to the future and a vision for leaders. Health Care Manag 2015;34:147–56. 10.1097/HCM.0000000000000057
  545. Green PL. Improving clinical effectiveness in an integrated care delivery system. J Healthc Qual 1998;20:4–8, quiz 9, 48. 10.1111/j.1945-1474.1998.tb00289.x
  546. Green MJ. Adaptation versus authenticity: achieving leader effectiveness in intercultural encounters with followers – towards an integrated model. Int J Cross Cult Manag 2017;17:257–71. 10.1177/1470595817706986
  547. Greenfield D. The enactment of dynamic leadership. Leadersh Health Serv 2007;20:159–68. 10.1108/17511870710764014
  548. Griffith L, Glasby J. “When we say ‘urgent’ it means now . . .”: health and social care leaders’ perceptions of each other’s roles and ways of working. J Integr Care 2015;23:143–52. 10.1108/JICA-02-2015-0013
  549. Groves KS. Linking leader skills, follower attitudes, and contextual variables via an integrated model of charismatic leadership. J Manag 2005;31:255–77. 10.1177/0149206304271765
  550. Guerrera M, Benn R, King K, Maciasz R, Roca H. Examining the impact of a week-long national training program to enhance well-being in medical students: leadership and education in integrative medicine program (LEAPS). J Altern Complement Med 2014;20:A104–A5. 10.1089/acm.2014.5276.abstract
  551. Guo KL. Leadership processes for re-engineering changes to the health care industry. J Health Organ Manag 2004;18:435–46. 10.1108/1477726041056999315588013
  552. Gutermann D, Lehmann-Willenbrock N, Boer D, Born M, Voelpel SC. How leaders affect followers’ work engagement and performance: integrating leader-member exchange and crossover theory. Br J Manag 2017;28:299–314. 10.1111/1467-8551.12214
  553. Haase-Herrick KS, Herrin DM. The American Organization of Nurse Executives’ guiding principles and American Association of Colleges of Nursing’s clinical nurse leader: a lesson in synergy. J Nurs Adm 2007;37:55–60. 10.1097/00005110-200702000-0000417273022
  554. Hall KL, Feng AX, Moser RP, Stokols D, Taylor BK. Moving the science of team science forward: collaboration and creativity. Am J Prev Med 2008;35(Suppl. 2):243–9. 10.1016/j.amepre.2008.05.007
  555. Hall P, Weaver L, Handfield-Jones R, Bouvette M. Developing leadership in rural interprofessional palliative care teams. J Interprof Care 2008;22:73–9. 10.1080/1356182080202833719005956
  556. Hall LM, Johnson S, Hemingway A, Pringle D, White P, Wodchis WP. ‘The potential is unlimited!’ Nurse leader perspectives on the integration of HOBIC in Ontario. Nurs Leadersh 2012;25:29–42. 10.12927/cjnl.2012.22833
  557. Halpin M. Coordinating integrated services: a pilot study with participants of a coordinators course. Complement Ther Clin Pract 2006;12:156–62. 10.1016/j.ctcp.2005.01.00116648094
  558. Hamlin RG, Sawyer J, Sage L. Perceived managerial and leadership effectiveness in a non-profit organization: an exploratory and cross-sector comparative study. Hum Resour Dev Int 2011;14:217–34. 10.1080/13678868.2011.558318
  559. Hammar M, Gustafsson PA, Svedin CG, Domeij D, Heijl A. Personal and professional development in the training of communication and leadership in undergraduate medical education. Educ Health 1997;10:57–68.
  560. Harris JL, Tornabeni J, Walters SE. The clinical nurse leader: a valued member of the healthcare team. J Nurs Adm 2006;36:446–9. 10.1097/00005110-200610000-0000317035877
  561. Harris A, Jones M. The dark side of leadership and management. School Leadersh Manag 2018;38:475–7. 10.1080/13632434.2018.1509276
  562. Hartung NL, Henschel RM, Smith KB, Gesme DH. Creating virtual integration and improved oncology care quality through a co-management services agreement. J Oncol Pract 2016;12:e839–47. 10.1200/JOP.2015.01064527507768
  563. Harung H, Travis F, Blank W, Heaton D. Higher development, brain integration, and excellence in leadership. Manag Decis 2009;47:872–94. 10.1108/00251740910966631
  564. Hasel MC, Grover SL. An integrative model of trust and leadership. Leadersh Organ Dev J 2017;38:849–67. 10.1108/LODJ-12-2015-0293
  565. Hauenstein EJ, Glick DF, Kane C, Kulbok P, Barbero E, Cox K. A model to develop nurse leaders for rural practice. J Prof Nurs 2014;30:463–73. 10.1016/j.profnurs.2014.04.00125455327
  566. Hauptman PJ, Bednarek HL. The business concept of leader pricing as applied to heart failure disease management. Dis Manag 2004;7:226–34. 10.1089/dis.2004.7.22615669582
  567. Hernandez-Rincon EH, Lamus-Lemus F, Carratalá-Munuera C, Orozco-Beltrán D, Jaramillo-Hoyos CL, Robles-Hernández G. Building community capacity in leadership for primary health care in Colombia. MEDICC Rev 2017;19:65. 10.37757/MR2017.V19.N2-3.1134352980
  568. Hertig JB, Hultgren KE, Weber RJ. Using contemporary leadership skills in medication safety programs. Hosp Pharm 2016;51:338–44. 10.1310/hpj5104-33827303083
  569. Higgins A, Begley C, Lalor J, Coyne I, Murphy K, Elliott N. Factors influencing advanced practitioners’ ability to enact leadership: a case study within Irish healthcare. J Nurs Manag 2014;22:894–905. 10.1111/jonm.1205723879441
  570. Nutting PA, Gallagher KM, Riley K, White S, Dietrich AJ, Dickinson WP. Implementing a depression improvement intervention in five health care organizations: experience from the RESPECT-Depression trial. Adm Policy Ment Health 2007;34:127–37. 10.1007/s10488-006-0090-y16967338
  571. Price-Haywood EG, Dunn-Lombard D, Harden-Barrios J, Lefante JJ. Collaborative depression care in a safety net medical home: facilitators and barriers to quality improvement. Popul Health Manag 2016;19:46–55. 10.1089/pop.2015.001626087153
  572. Townsley R, Watson D, Abbott D. Working partnerships? A critique of the process of multi-agency working in services to disabled children with complex health care needs. J Integr Care 2004;12:24–34. 10.1108/14769018200400013
  573. Clarke N. Relational Leadership: Theory, Practice and Development. London: Routledge; 2018. 10.4324/9781315620435
  574. Venturato L, Drew L. Beyond ‘doing’: supporting clinical leadership and nursing practice in aged care through innovative models of care. Contemp Nurse 2010;35:157–70. 10.5172/conu.2010.35.2.15720950197
  575. MacNaughton K, Chreim S, Bourgeault IL. Role construction and boundaries in interprofessional primary health care teams: a qualitative study. BMC Health Serv Res 2013;13:486. 10.1186/1472-6963-13-48624267663
  576. Folkman AK, Tveit B, Sverdrup S. Leadership in interprofessional collaboration in health care. J Multidiscip Healthc 2019;12:97–107. 10.2147/JMDH.S18919930787619
  577. Caro DH. The yin and yang of integrated care: systemic imperatives for traumatic brain injuries. Open Public Health J 2014;7:6–11. 10.2174/1874944501407010006
  578. Grol SM, Molleman GRM, Kuijpers A, van der Sande R, Fransen GAJ, Assendelft WJJ, Schers HJ. The role of the general practitioner in multidisciplinary teams: a qualitative study in elderly care. BMC Fam Pract 2018;19:40. 10.1186/s12875-018-0726-529523092
  579. De Brún A, McAuliffe E. Identifying the context, mechanisms and outcomes underlying collective leadership in teams: building a realist programme theory. BMC Health Serv Res 2020;20:261. 10.1186/s12913-020-05129-132228574
  580. Whitebird RR, Solberg LI, Jaeckels NA, Pietruszewski PB, Hadzic S, Unützer J, et al. Effective implementation of collaborative care for depression: what is needed? Am J Manag Care 2014;20:699–707.25365745
  581. Keijser W, Huq J, Reay T. Enacting medical leadership to address wicked problems. BMJ Leader 2020;4:12–7. 10.1136/leader-2019-000137
  582. Keijser W, Martin G. Unlocking medical leadership’s potential: a multilevel virtuous circle? BMJ Leader 2020;4:6–11. 10.1136/leader-2019-000136
  583. Grenier C. Structuring an integrated care system: interpreted through the enacted diversity of the actors involved–the case of a French healthcare network. Int J Integr Care 2011;11:e003. 10.5334/ijic.52621637706
  584. Graham E, Clift R. Stakeholder value analysis: a methodology for intergrating stakeholder values into corporate environmental investment decisions. Bus Strategy Environ 1999;8:149–62. 10.1002/(SICI)1099-0836(199905/06)8:3<149::AID-BSE199>3.0.CO;2-Q
  585. Hardy S, Mushore M, Goddard L. Supporting student mental health nurses in clinical placement through virtual in-practice support (VIPS): innovation uptake and the ‘VIPS’ project. Nurse Educ Today 2016;46:133–8. 10.1016/j.nedt.2016.08.03327639212
  586. Zaccaro SJ, Dubrow S, Torres EM, Campbell LNP. Multiteam systems: an integrated review and comparison of different forms. Annu Rev Organ Psychol Organ Behav 2020;7:479–503. 10.1146/annurev-orgpsych-012119-045418
  587. Dayan M, Heenan D. Change or Collapse: Lessons from the Drive to Reform Health and Social Care in Northern Ireland. London: Nuffield Trust; 2019. URL: www.nuffieldtrust.org.uk/files/2019-07/nuffield-trust-change-or-collapse-web-final.pdf (accessed 19 November 2020).
  588. Rosen R, Mountford J, Lewis G, Lewis R, Shand J, Shaw S. Integration in Action: Four International Case Studies. London: Nuffield Trust; 2011. URL: www.nuffieldtrust.org.uk/files/2017-01/integration-in-action-research-report-web-final.pdf (accessed 19 November 2020).
  589. Ashton MC, Lee K, Paunonen SV. What is the central feature of extraversion? Social attention versus reward sensitivity. J Pers Soc Psychol 2002;83:245–52. 10.1037/0022-3514.83.1.24512088129
  590. Bruning P, Baghurst T. Improving ethical decision making in health care leadership. Bus Eco J 2013;4:e101. 10.4172/2151-6219.1000e101
  591. Mariasse AL. Vision and leadership: paying attention to intention. Peabody J Educ 1985;63:150–73. 10.1080/01619568509538505
  592. Baum JR, Locke EA, Kirkpatrick SA. A longitudinal study of the relation of vision and vision communication to venture growth in entrepreneurial firms. J Appl Psychol 1998;83:43. 10.1037/0021-9010.83.1.43
  593. West M, Eckert R, Steward K, Pasmore B. Developing Collective Leadership for Health Care. London: The King’s Fund; 2014. URL: www.kingsfund.org.uk/sites/default/files/field/field_publication_file/developing-collective-leadership-kingsfund-may14.pdf (accessed 19 November 2020).
  594. Jagosh J, Pluye P, Wong G, Cargo M, Salsberg J, Bush PL, et al. Critical reflections on realist review: insights from customizing the methodology to the needs of participatory research assessment. Res Synth Methods 2014;5:131–41. 10.1002/jrsm.109926052652
  595. Beck U. Risk Society: Towards Another Modernity. London: SAGE Publications Ltd; 1992.
  596. Giddens A. Modernity and Self-identity: Self and Society in the Late Modern Age. Cambridge: Polity Press; 1991.
  597. Pawson R. Evidence-based Policy: A Realist Perspective. London: SAGE Publications Ltd; 2006. 10.4135/9781849209120
  598. Alvesson M, Jonsson A. The bumpy road to exercising leadership: fragmentations in meaning and practice. Leadership 2018;14:40–57. 10.1177/1742715016644671
  599. Schweiger S, Müller B, Güttel W. Barriers to leadership development: why is it so difficult to abandon the hero? Leadership 2020;16:411–33. 10.1177/1742715020935742
  600. Collinson D, Smolovic-Jones O, Grint K. ‘No more heroes’: critical perspectives on leadership romanticism. Organ Stud 2018;39:1625–47. 10.1177/0170840617727784
  601. Tourish D. Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory. Leadership 2014;10:79–98. 10.1177/1742715013509030
  602. Tourish D. Is complexity leadership theory complex enough? A critical appraisal, some modifications and suggestions for further research. Organ Stud 2019;40:219–38. 10.1177/0170840618789207
  603. NHS England. Patient and Public Participation Policy. London: NHS England; 2017. URL: www.england.nhs.uk/wp-content/uploads/2017/04/ppp-policy.pdf (accessed 19 November 2020).
  604. West D, Dunhill L. Stevens: 2021 Legislation Must Give Integrated Care Systems ‘a Legal Form’. Health Service Journal, 2020. URL: www.hsj.co.uk/commissioning/stevens-2021-legislation-must-give-integrated-care-systems-a-legal-form/7028532.article (accessed 19 November 2020).
  605. Kline R. The ‘Snowy White Peaks’ of the NHS: A Survey of Discrimination in Governance and Leadership and the Potential Impact on Patient Care in London and England. London: Middlesex University Research Repository; 2014. URL: www.england.nhs.uk/wp-content/uploads/2014/08/edc7-0514.pdf (accessed 19 November 2020).
  606. NHS England. People Plan 2020/21 – Action for Us All. 2020. URL: https://www.england.nhs.uk/wp-content/uploads/2020/07/We-Are-The-NHS-Action-For-All-Of-Us-FINAL-March-21.pdf (accessed 19 November 2020).
← ConclusionsAcknowledgements →

Attribution. Ruth Harris; Simon Fletcher; Sarah Sims; Fiona Ross; Sally Brearley; Jill Manthorpe (2022). Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis. NIHR Journals Library. Copyright © 2022 Harris et al. This work was produced by Harris et al. under the terms of a commissioning contract issued by the Secretary of State for Health and Social Care. This is an Open Access publication distributed under the terms of the Creative Commons Attribution CC BY 4.0 licence, which permits unrestricted use, distribution, reproduction and adaption in any medium and for any purpose provided that it is properly attributed. See: https://creativecommons.org/licenses/by/4.0/. For attribution the title, original author(s), the publication source – NIHR Journals Library, and the DOI of the publication must be cited. Licensed under CC BY 4.0. NCBI Bookshelf NBK579233. CC BY 4.0. Original source ↗. Text reproduced from the Bookshelf XML without changing wording; figures, images and supplements are not reproduced.

In this chapter Contents

  • References

Source

OpenStax source file ↗

Source record ↗

EvidenceLib is a research-education resource, not medical advice. It does not diagnose, prescribe or recommend starting, stopping or changing any treatment. Talk to a qualified clinician about your own situation. Methods, sources and licences · Rights and removal requests · Legal · Support