Collaborative Leadership in Integrated Care Systems; Creating Leadership for the Common Good

Moore, Jacqui; Elliott, Ian C.; Hesselgreaves, Hannah

doi:10.1080/14697017.2023.2261126

Cited by 3 publications

(1 citation statement)

References 69 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Research into the roles that public actors can play in collaborative processes as leaders, facilitators or followers. (Moore et al, 2023) or network intermediaries (Tolera & Senbeta, 2023;Wang & Ran, 2023).…”

Section: Definition Of Collaborative Governancementioning

confidence: 99%

Collaborative Governance in Police: A Review of Research, Managerial Implication and Agenda for Future Research

Aditya,

Kusumastuti

2023

JLS

View full text Add to dashboard Cite

This study aims to systematically review research related to collaborative governance. This study also aims to discuss the scientific contributions of previous research related to the dimensions, antecedents and consequences of collaborative governance. Furthermore, this study conducted a search of the Scopus database related to collaborative governance published from 2009 to 2023Through the screening process, we found 45 relevant articles that could be sampled from a total of 798 articles found during the initial search. The results showed that collaborative governance is a collaborative concept that is important for organizations in achieving organizational goals, these findings also show the dimensions, antecedents and consequences of collaborative governance.

show abstract

Section: Definition Of Collaborative Governancementioning

confidence: 99%

Collaborative Governance in Police: A Review of Research, Managerial Implication and Agenda for Future Research

Aditya,

Kusumastuti

2023

JLS

View full text Add to dashboard Cite

show abstract

Collaborative leadership and productive work performance: The mediating role of nurses' innovative behavior

Abdelwahab Ibrahim El‐Sayed,

Shaheen,

Farghaly Abdelaliem

2024

International Nursing Review

View full text Add to dashboard Cite

AimThis study aims to explore the relationship between collaborative leadership and nurses' productive work performance as well as the mediating role of nurses' innovative behavior in this relationship.BackgroundCollaborative leadership is an imperative necessity in the contemporary turbulent healthcare environment as it provides a collaborative atmosphere where innovative behavior and productive performance of nurses are fostered, hence moving healthcare organizations toward competitiveness and sustainability.MethodA cross‐sectional descriptive correlational exploratory research design was used to conduct the study. Data were collected from 550 nurses recruited from three large university hospitals in Alexandria, Egypt, using three instruments, namely, interprofessional collaborative leadership in healthcare teams scale, productive work performance questionnaire, and innovative behavior inventory. The instruments of the study are Likert‐type questionnaires through which nurses' perspectives regarding study variables were investigated. We used descriptive statistics, inferential statistics as well as structured equation modeling (SEM).ResultsSEM revealed that collaborative leadership accounted for 83% of the variance of individual productive work performance and 77% of the variance of nurses’ innovative behavior. Moreover, nurses' innovative behavior partially mediates the relationship between collaborative leadership and their productive work performance.ConclusionCollaborative leadership practices are powerful strategies to enhance the innovative behavior of nurses and sustain their productive work performance.Implications for nursing and health policyFostering a collaborative atmosphere in workplace is mandatory for nurses' innovativeness. Replacing hierarchal leadership styles with collaborative ones is a promising strategy to enhance the productive performance of nurses. Healthcare managers and leaders could cultivate an interprofessional collaborative culture in the workplace in order to sustain productivity and eradicate counterproductive work behaviors among healthcare providers.

show abstract

Building towards organisational resilience and complexity leadership: a case study of impacts and changes in a Dutch blood establishment during COVID-19

Langi Sasongko,

Janssen,

de Bruijne

2024

leader

View full text Add to dashboard Cite

ObjectivesThis study examined how one large blood-related establishment coped and adapted during the first 1.5 years of the pandemic by evaluating the impacts and changes on its resources, communication, collaborations, and monitoring and feedback. Furthermore, we explored whether elements of complexity leadership emerged during this time.DesignDuchek’s organisational resilience framework was primarily used. We followed a three-step sequential approach: (1) a document analysis of over 150 intranet, internet and internal reports; (2) 31 semistructured interviews with employees and (3) four feedback sessions.SettingSanquin is known as the Dutch national blood bank and a large multidivisional expertise organisation in the Netherlands.ResultsSanquin coped well. Respondents accepted the crisis and catalysed many collaborations to implement solutions, which were communicated to the public. There were many positive aspects related to internal collaborations, yet challenges remained related to its historical siloed structure and culture. Sanquin adapted partially. Many respondents experienced the organisation becoming more connected and flexible during the pandemic. However, Sanquin was not permanently changed due to significant leadership changes and organisational restructuring occurring simultaneously. Respondents reflected on lessons learnt, including the need for continual collaboration and improvements in Sanquin’s culture. An important driver in the successful coping was management’s enabling attitude and the adaptations occurring within and through the collaborative groups.ConclusionsSanquin improved its organisational resilience by exhibiting elements of adaptive spaces, enabling leadership and (temporary) emergence from complexity leadership. This illuminates how the organisation could continue benefiting from complexity leadership for non-crises and for future uncertainties.

show abstract

Collaborative Leadership in Integrated Care Systems; Creating Leadership for the Common Good

Cited by 3 publications

References 69 publications

Collaborative Governance in Police: A Review of Research, Managerial Implication and Agenda for Future Research

Collaborative Governance in Police: A Review of Research, Managerial Implication and Agenda for Future Research

Collaborative leadership and productive work performance: The mediating role of nurses' innovative behavior

Building towards organisational resilience and complexity leadership: a case study of impacts and changes in a Dutch blood establishment during COVID-19

Contact Info

Product

Resources

About