طراحی الگوی رهبری سخاوتمند در بیمارستانهای دولتی استان قم

نوع مقاله : مقاله مستقل

نویسندگان

1 استادیار دانشگاه تهران

2 استاد دانشگاه تهران

چکیده

نظریه های رهبری در سالهای اخیر بیشتر معطوف به حوزه های اخلاقی و ارزشی رهبری و خصوصا بصورت بومی برای هر جامعه ای گردیده است. یکی از ارزشهای اصیل ایرانی اسلامی که حتی در جوامع دیگر نیز پسندیده و ممدوح است سخاوت می باشد. هدف از این مقاله تبیین پدیده رهبری سخاوتمند در مراکز درمانی آموزشی دولتی استان قم می باشد. این تحقیق با استفاده از رویکرد کیفی و از طریق روش نظریه پردازی داده بنیاد انجام شده است. با استفاده از پرسشنامه بومی شده سخاوت میان فردی و از طریق روش نمونه گیری هدفمند و گلوله برفی 39 مدیر مورد بررسی قرار گرفته و 15 مدیری که دارای بیشترین امتیاز بودند برای مصاحبه انتخاب شدند. پس از انجام مصاحبه و با استفاده از روش نظریه پردازی داده بنیاد مدل پارادایمی الگوی رهبری سخاوتمند طراحی گردید. در شرایط علی مفاهیمی مانند ویژگیهای فردی رهبر و علل سازمانی، در شرایط زمینه ای مفاهیمی مانند عوامل تشویق کننده رهبر و عوامل محدود کننده رهبر برای ارائه رهبری سخاوتمند، در شرایط مداخله گر تغییرات رهبر و تفاوتهای پیروان قرار دارند که در انتخاب مکانیزم مناسب تاثیر می گذارند. پدیده محوری رهبری سخاوتمند، فرایند رهبری سخاوتمند است که با برقراری ارتباط شروع شده و سپس به درک نیاز پرسنل رسیده و تصمیم مناسب برای رفع آن نیاز گرفته و اجرا می شود. این کار منجر به نتایجی شده و بازخور و کنترل، آن فرایند را مورد چرخش و کنترل قرار می دهد. مکانیزمهای رهبری سخاوتمند شامل برطرف کردن نیازهای زیستی، تعلق و رشد پیروان است و پیامدهایی برای رهبر، پیروان و سازمان ایجاد می کنند.

کلیدواژه‌ها


عنوان مقاله [English]

Designing a generous leadership model of Iranian public hospitals in Qom Province

نویسندگان [English]

  • Hamid Reza Irani 1
  • Seyyed Mehdi Alvani 2
  • Gholamreza Jandaghi 2
  • Hassan Zarei Matin 2
چکیده [English]

Abstract: Leadership is one of the important concepts in the organizational behavior literature. Regarding the outcome of effective leadership that have both soft (satisfaction, commitment, belonging, loyalty and team making) and hard (performance, absent, stress and security) qualities, the subject has been one of the most discussed issue among OB scholars. The purpose of this study is to design an effective and authentic leadership model for Iranian public hospitals. Since, cultural differences among societies require theories that meet and address their problems, we have tried to develop a leadership theory that might best be fitted to the Iranian culture. To this end, we use the concept of generosity which is an important Iranian/Islamic value. Therefore, this exploratory mixed method study uses a grounded theory to explore a generous leadership theory in Iranian public hospitals. The statistical population of this study are the staff of 6 medical universities of Qom province. In order to find generous leaders, we distributed a customized interpersonal generosity questionnaire among hospitals staff.  Thereafter, 39 managers were selected from those 15 managers who hold higher scores were single out for interview. We went forward through grounded theory processes to create a generous leadership theory for Iranian public hospitals.

کلیدواژه‌ها [English]

  • Generous leadership
  • Generosity in Organization
  • Leadership in healthcare
  • Grounded Theory
  • Public hospitals
افخمی روحانی, ح., رحمان سرشت, ح., & کوشازاده, س. ع. (1391). اثر رهبری همنوا بر تعهد سازمانی از طریق نقش واسط اعتماد و تشریک دانش. پژوهشنامه مدیریت تحول, 4(7), 91-109.
امیرکبیری, ع., خدایاری, ا., نظری, ف., & مرادی, م. (1385). بررسی رابطه بین سبک‌های رهبری تحول آفرین و تبادلی باتعهد سازمانی کارکنان. مدیریت فرهنگ سازمانی, 4(4), 117-142.
دانایی فرد, ح., & مومنی, ن. (1387). تئوری رهبری اثربخش از دیدگاه امام علی (ع) استراتژی تئوری داده بنیاد متنی. فصلنامه علمی پژوهشی مطالعات انقلاب اسلامی, 4(14), 75-110.
ضیائی, م., نرگسیان, ع., & اصفهانی, س. آ. (1387). نقش رهبری معنوی در توانمندسازی کارکنان دانشگاه تهران. نشریه مدیریت دولتی, 1(1), 67-86.
قلی‌پور, آ., پورعزت, ع. ا., & حضرتی, م. (1388). بررسی تاثیر رهبری خدمتگزار بر اعتماد سازمانی و توانمند سازی در سازمان‌های دولتی. نشریه مدیریت دولتی, 1(2), 103-118.
یوکل‏, گ. (1382). مدیریت و رهبری در سازمانها (ا. محمد & ق. قنبری, Trans.). تهران انتشارات دانشگاه امام حسین (ع.
 
Allen, T. D. (2001). Family-supportive work environments: The role of organizational perceptions. Journal of Vocational Behavior, 58(3), 414-435.
Allen, T. D., Herst, D. E., Bruck, C. S., & Sutton, M. (2000). Consequences associated with work-to-family conflict: a review and agenda for future research. Journal of occupational health psychology, 5(2), 278.
Ammeter, A. P., Douglas, C., Gardner, W. L., Hochwarter, W. A., & Ferris, G. R. (2002). Toward a political theory of leadership. The Leadership Quarterly, 13(6), 751-796.
Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. The Leadership Quarterly, 14(3), 261-295.
Arber, A., & Gallagher, A. (2009). Generosity and the moral imagination in the practice of teamwork. Nursing ethics, 16(6), 775-785.
Atwater, L., Roush, P., & Fischthal, A. (1995). THE INFLUENCE OF UPWARD FEEDBACK ON SELF‐AND FOLLOWER RATINGS OF LEADERSHIP. Personnel Psychology, 48(1), 35-59.
Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations: Sage.
Avolio, B. J. (2007). Promoting more integrative strategies for leadership theory-building. American Psychologist, 62(1), 25.
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
Avolio, B. J., Kahai, S., & Dodge, G. E. (2001). E-leadership: Implications for theory, research, and practice. The Leadership Quarterly, 11(4), 615-668.
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual review of psychology, 60, 421-449.
Balkundi, P., & Kilduff, M. (2006). The ties that lead: A social network approach to leadership. The Leadership Quarterly, 17(4), 419-439.
Balkundi, P., Kilduff, M., & Harrison, D. A. (2011). Centrality and charisma: comparing how leader networks and attributions affect team performance. Journal of applied psychology, 96(6), 1209.
Bass, B. M. (1998). Transformational leadership: Industry, military, and educational impact: Mahwah, NJ: Erlbaum.
Bass, B. M. (2008). The Bass handbook of leadership (Vol. 4). New York: Free Press.
Bauer, T. N., & Green, S. G. (1996). Development of leader-member exchange: A longitudinal test. Academy of Management Journal, 39(6), 1538-1567.
Beuscart-Zéphir, M. C., Pelayo, S., Anceaux, F., Meaux, J.-J., Degroisse, M., & Degoulet, P. (2005). Impact of CPOE on doctor–nurse cooperation for the medication ordering and administration process. International journal of medical informatics, 74(7), 629-641.
Bland, J. M., & Altman, D. G. (1997). Statistics notes: Cronbach's alpha. Bmj, 314(7080), 572.
Bligh, M. C. (2011). Followership and follower-centered approaches. The SAGE handbook of leadership, 425-436.
Boal, K. B., & Hooijberg, R. (2001). Strategic leadership research: Moving on. The Leadership Quarterly, 11(4), 515-549.
Bono, J. E., & Ilies, R. (2006). Charisma, positive emotions and mood contagion. The Leadership Quarterly, 17(4), 317-334.
Boyatzis, R. E., Passarelli, A. M., Koenig, K., Lowe, M., Mathew, B., Stoller, J. K., & Phillips, M. (2012). Examination of the neural substrates activated in memories of experiences with resonant and dissonant leaders. The Leadership Quarterly, 23(2), 259-272.
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
Bromiley, M. (2008). Have you ever made a mistake. A Patient Liaison Group Debate. R Coll Anaesth Bull, 48, 2442-2445.
Brower, H. H., Schoorman, F. D., & Tan, H. H. (2000). A model of relational leadership: The integration of trust and leader–member exchange. The Leadership Quarterly, 11(2), 227-250.
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
Bryson, L., Warner-Smith, P., Brown, P., & Fray, L. (2007). Managing the work–life roller-coaster: Private stress or public health issue? Social Science & Medicine, 65(6), 1142-1153.
Burns, J. M. (1978). Leadership. NY: Harper and Row Publishers.
Campell, J. (1949). The hero with a thousand faces: Bollingen: Bollingen Foundation.
Carlyle, T. (1849). On heroes, hero-worship, and the heroic in history (Vol. 1): Univ of California Press.
Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217-1234.
Chang, C.-H. D., & Johnson, R. E. (2010). Not all leader–member exchanges are created equal: Importance of leader relational identity. The Leadership Quarterly, 21(5), 796-808.
Clapp-Smith, R., Vogelgesang, G. R., & Avey, J. B. (2009). Authentic Leadership and Positive Psychological Capital The Mediating Role of Trust at the Group Level of Analysis. Journal of Leadership & Organizational Studies, 15(3), 227-240.
Clemmer, T. P., Spuhler, V. J., Berwick, D. M., & Nolan, T. W. (1998). Cooperation: the foundation of improvement. Annals of internal medicine, 128(12_Part_1), 1004-1009.
Cogliser, C. C., & Brigham, K. H. (2004). The intersection of leadership and entrepreneurship: Mutual lessons to be learned. The Leadership Quarterly, 15(6), 771-799.
COLOMBO, L., & GHISLIERI, C. (2008). The work-to-family conflict: theories and measures. work.
Coomber, B., & Louise Barriball, K. (2007). Impact of job satisfaction components on intent to leave and turnover for hospital-based nurses: a review of the research literature. International journal of nursing studies, 44(2), 297-314.
Cortese, C. G., Colombo, L., & Ghislieri, C. (2010). Determinants of nurses’ job satisfaction: the role of work–family conflict, job demand, emotional charge and social support. Journal of nursing management, 18(1), 35-43.
Craigie, F. C. (1999). The spirit and work: observations about spirituality and organizational life. JOURNAL PSYCHOLOGY AND CHRISTIANITY, 18, 43-53.
Cummings, G. G., MacGregor, T., Davey, M., Wong, C. A., Lo, E., Muise, M., & Stafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. International journal of nursing studies, 47(3), 363-385.
Dansereau, F., & Yammarino, F. (1998). Leadership: The multiple-level approaches (Part A: Classical and new wave). Vol. 24 of Monographs in Organizational Behavior and Industrial Relations: Stamford, CT: JAI Press.
Dansereau, F. E., & Yammarino, F. J. (1998). Leadership: The multiple-level approaches: Contemporary and alternative: Elsevier Science/JAI Press.
Dasborough, M. T., & Ashkanasy, N. M. (2002). Emotion and attribution of intentionality in leader–member relationships. The Leadership Quarterly, 13(5), 615-634.
Day, D. V. (2001). Leadership development:: A review in context. The Leadership Quarterly, 11(4), 581-613.
De Waal, A., & Sivro, M. (2012). The relation between servant leadership, organizational performance, and the high-performance organization framework. Journal of Leadership & Organizational Studies, 19(2), 173-190.
DeGroot, T., Kiker, D. S., & Cross, T. C. (2000). A Meta‐Analysis to Review Organizational Outcomes Related to Charismatic Leadership. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 17(4), 356-372.
Denis, J.-L., Lamothe, L., & Langley, A. (2001). The dynamics of collective leadership and strategic change in pluralistic organizations. Academy of Management Journal, 44(4), 809-837.
Derue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of management Review, 35(4), 627-647.
Dinh, J. E., & Lord, R. G. (2012). Implications of dispositional and process views of traits for individual difference research in leadership. The Leadership Quarterly, 23(4), 651-669.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.
E Atwater, L., Camobreco, J. F., Dionne, S. D., Avolio, B. J., & Lau, A. N. (1997). Effects of rewards and punishments on leader charisma, leader effectiveness and follower reactions. The Leadership Quarterly, 8(2), 133-152.
Eagly, A. H., & Chin, J. L. (2010). Diversity and leadership in a changing world. American Psychologist, 65(3), 216.
Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel Psychology, 57(1), 61-94.
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
Erdogan, B., Kraimer, M. L., & Liden, R. C. (2004). Work Value Congruence And Intrinsic Career Success: The Compensatory Roles Of Leader‐Member Exchange And Perceived Organizational Support. Personnel Psychology, 57(2), 305-332.
Fairholm, G. W. (1997). Capturing the heart of leadership: Spirituality and community in the new American workplace: Greenwood Publishing Group.
Fereday, J., & Oster, C. (2010). Managing a work–life balance: the experiences of midwives working in a group practice setting. Midwifery, 26(3), 311-318.
Fiedler, F. E. (1964). A contingency model of leadership effectiveness. Advances in experimental social psychology, 1(1), 149-190.
Fiscella, K., Roman-Diaz, M., Lue, B.-H., Botelho, R., & Frankel, R. (1997). 'Being a foreigner, I may be punished if I make a small mistake': assessing transcultural experiences in caring for patients. Family Practice, 14(2), 112-116.
Franche, R. L., Williams, A., Ibrahim, S., Grace, S. L., Mustard, C., Minore, B., & Stewart, D. E. (2006). Path analysis of work conditions and work–family spillover as modifiable workplace factors associated with depressive symptomatology. Stress and Health, 22(2), 91-103.
Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693-727.
Fry, L. W., Vitucci, S., & Cedillo, M. (2005). Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline. The Leadership Quarterly, 16(5), 835-862.
Galton, F. (1869). Hereditary genius: Macmillan and Company.
Gardner, W. L., & Avolio, B. J. (1998). The charismatic relationship: A dramaturgical perspective. Academy of management Review, 23(1), 32-58.
Gelade, G. A., & Ivery, M. (2003). The impact of human resource management and work climate on organizational performance. Personnel Psychology, 56(2), 383-404.
Gerstner, C. R., & Day, D. V. (1997). Meta-Analytic review of leader–member exchange theory: Correlates and construct issues. Journal of applied psychology, 82(6), 827.
Giallonardo, L. M., Wong, C. A., & Iwasiw, C. L. (2010). Authentic leadership of preceptors: predictor of new graduate nurses' work engagement and job satisfaction. Journal of nursing management, 18(8), 993-1003.
Golden, T. D., Veiga, J. F., & Dino, R. N. (2008). The impact of professional isolation on teleworker job performance and turnover intentions: Does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? Journal of applied psychology, 93(6), 1412.
Goleman, D., Boyatzis, R., & McKee, A. (2001). Primal leadership: The hidden driver of great performance. Harvard Business Review, 79(11), 42-53.
Grzywacz, J. G., Frone, M. R., Brewer, C. S., & Kovner, C. T. (2006). Quantifying work–family conflict among registered nurses. Research in nursing & health, 29(5), 414-426.
Hannah, S. T., Lord, R. G., & Pearce, C. L. (2011). Leadership and collective requisite complexity. Organizational Psychology Review, 1(3), 215-238.
Hansen, H., Ropo, A., & Sauer, E. (2007). Aesthetic leadership. The Leadership Quarterly, 18(6), 544-560.
Heslin, P. A., & Latham, G. P. (2004). The effect of upward feedback on managerial behavior. Applied Psychology, 53(1), 23-37.
Hillebrand, B., & Biemans, W. G. (2003). The relationship between internal and external cooperation: literature review and propositions. Journal of Business Research, 56(9), 735-743.
Hmieleski, K. M., Cole, M. S., & Baron, R. A. (2012). Shared authentic leadership and new venture performance. Journal of management, 38(5), 1476-1499.
Hofmann, D. A., & Mark, B. (2006). An investigation of the relationship between safety climate and medication errors as well as other nurse and patient outcomes. Personnel Psychology, 59(4), 847-869.
Hogg, M. A. (2001). A social identity theory of leadership. Personality and social psychology review, 5(3), 184-200.
Hollander, E. P. (1978). Leadership dynamics: A practical guide to effective relationships: Free Press New York.
Hollander, E. P. (1995). Ethical challenges in the leader-follower relationship. Business Ethics Quarterly, 55-65.
Hoveida, R., Salari, S., & Asemi, A. (2011). A study on the relationship among servant leadership (SL) and the organizational commitment (OC): A case study. Interdisciplinary Journal of Contemporary Research in Business, 3(3), 499-509.
Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. Academy of management Review, 30(1), 96-112.
Hu, J., & Liden, R. C. (2011). Antecedents of team potency and team effectiveness: an examination of goal and process clarity and servant leadership. Journal of applied psychology, 96(4), 851.
Humphrey, R. H. (2002). The many faces of emotional leadership. The Leadership Quarterly, 13(5), 493-504.
Hunter, S. T., Tate, B. W., Dzieweczynski, J. L., & Bedell-Avers, K. E. (2011). Leaders make mistakes: A multilevel consideration of why. The Leadership Quarterly, 22(2), 239-258.
Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: a meta-analysis. Journal of applied psychology, 92(1), 269.
Irani, H. R. (2013). Generosity in Organization. Journal of Entrepreneurship & Organization Management, 2(1), e107. doi: 10.4172/2169-026X.1000e107
Jackson, D. (2008). Editorial: Random acts of guidance: personal reflections on professional generosity. Journal of clinical nursing, 17(20), 2669-2670.
Jackson, E. M., & Johnson, R. E. (2012). When opposites do (and do not) attract: Interplay of leader and follower self-identities and its consequences for leader–member exchange. The Leadership Quarterly, 23(3), 488-501.
Jaussi, K. S., & Dionne, S. D. (2003). Leading for creativity: The role of unconventional leader behavior. The Leadership Quarterly, 14(4), 475-498.
Jensen, S. M., & Luthans, F. (2006). Entrepreneurs as authentic leaders: impact on employees' attitudes. Leadership & Organization Development Journal, 27(8), 646-666.
Joseph, E. E., & Winston, B. E. (2005). A correlation of servant leadership, leader trust, and organizational trust. Leadership & Organization Development Journal, 26(1), 6-22.
Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of applied psychology, 85(5), 751.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of applied psychology, 89(5), 755.
Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of applied psychology, 89(1), 36.
Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2011). Ethical leader behavior and big five factors of personality. Journal of Business Ethics, 100(2), 349-366.
Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for leadership: a longitudinal study of research and development project team performance. Journal of applied psychology, 91(1), 202.
Killien, M. G. (2004). Nurses' health: work and family influences. Nursing Clinics of North America, 39(1), 19-35.
Kirkman, B. L., Chen, G., Farh, J.-L., Chen, Z. X., & Lowe, K. B. (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Academy of Management Journal, 52(4), 744-764.
Koontz, H., & O'Donnell, C. (1955). Principles of Management: An Analysis of Managerial Functions: McGraw-Hill.
Kuenzi, M., & Schminke, M. (2009). Assembling fragments into a lens: A review, critique, and proposed research agenda for the organizational work climate literature. Journal of management.
Laschinger, H. K. S., Wong, C. A., & Grau, A. L. (2013). Authentic leadership, empowerment and burnout: a comparison in new graduates and experienced nurses. Journal of nursing management, 21(3), 541-552.
Lee, A. Y., Aaker, J. L., & Gardner, W. L. (2000). The pleasures and pains of distinct self-construals: the role of interdependence in regulatory focus. Journal of Personality and Social Psychology, 78(6), 1122.
Lee, C., & Zemke, R. (1993). The search for spirit in the workplace. TRAINING-NEW YORK THEN MINNEAPOLIS-, 30, 21-21.
Lee, N., Senior, C., & Butler, M. (2012). Leadership research and cognitive neuroscience: The state of this union. The Leadership Quarterly, 23(2), 213-218.
Leroy, H., Palanski, M. E., & Simons, T. (2012). Authentic leadership and behavioral integrity as drivers of follower commitment and performance. Journal of Business Ethics, 107(3), 255-264.
Lewis, S., Rapoport, R., & Gambles, R. (2003). Reflections on the integration of paid work and the rest of life. Journal of Managerial Psychology, 18(8), 824-841.
Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future.
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161-177.
Lidwall, U., Marklund, S., & Voss, M. (2010). Work–family interference and long-term sickness absence: a longitudinal cohort study. The European Journal of Public Health, 20(6), 676-681.
Lord, R. G., & Hall, R. J. (2005). Identity, deep structure and the development of leadership skill. The Leadership Quarterly, 16(4), 591-615.
Lord, R. G., & Shondrick, S. J. (2011). Leadership and knowledge: Symbolic, connectionist, and embodied perspectives. The Leadership Quarterly, 22(1), 207-222.
Luthans, F. (2011). ORGANIZATIONAL BEHAVIOR: An Evidence-Based Approach (12th ed.): McGraw-Hill.
Makaram, S. (1995). Interprofessional cooperation. Medical Education, 29(s1), 65-69.
Marion, R., & Uhl-Bien, M. (2002). Leadership in complex organizations. The Leadership Quarterly, 12(4), 389-418.
Martinko, M. J., Harvey, P., & Douglas, S. C. (2007). The role, function, and contribution of attribution theory to leadership: A review. The Leadership Quarterly, 18(6), 561-585.
Mayer, D. M., Bardes, M., & Piccolo, R. F. (2008). Do servant-leaders help satisfy follower needs? An organizational justice perspective. European Journal of Work and Organizational Psychology, 17(2), 180-197.
McNeese‐Smith, D. K. (1999). A content analysis of staff nurse descriptions of job satisfaction and dissatisfaction. Journal of advanced nursing, 29(6), 1332-1341.
Mehra, A., Smith, B. R., Dixon, A. L., & Robertson, B. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance. The Leadership Quarterly, 17(3), 232-245.
Melchar, D. E., & Bosco, S. M. (2010). Achieving high organization performance through servant leadership. The Journal of Business, 9, 1.
Mitroff, I. I., Mitroff, I., & Denton, E. A. (1999). A spiritual audit of corporate America: A hard look at spirituality, religion, and values in the workplace (Vol. 140): Jossey-Bass.
Mumford, M. D., Antes, A. L., Caughron, J. J., & Friedrich, T. L. (2008). Charismatic, ideological, and pragmatic leadership: Multi-level influences on emergence and performance. The Leadership Quarterly, 19(2), 144-160.
Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13(6), 705-750.
Nelson, D. L., & Quick, J. C. (1997). Organizational behavior: foundations, realities, and challenges: West Pub. Co.
Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B., & Roberts, J. A. (2008). Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior. Journal of applied psychology, 93(6), 1220.
Ng, K.-Y., Koh, C., & Goh, H.-C. (2008). The Heart of the Servant Leader: Leader’s Motivation-to-Serve and Its Impact on LMX and Subordinates’ Extra-Role Behavior. Knowledge-Driven Corporation-Complex Creative Destruction, 125-144.
Osborn, R. N., Hunt, J. G., & Jauch, L. R. (2002). Toward a contextual theory of leadership. The Leadership Quarterly, 13(6), 797-837.
Ostrom, E. (1998). A behavioral approach to the rational choice theory of collective action: Presidential address, American Political Science Association, 1997. American Political Science Review, 1-22.
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194.
Park, S. M., & Rainey, H. G. (2008). Leadership and public service motivation in US federal agencies. International public management journal, 11(1), 109-142.
Peus, C., Wesche, J. S., Streicher, B., Braun, S., & Frey, D. (2012). Authentic leadership: An empirical test of its antecedents, consequences, and mediating mechanisms. Journal of Business Ethics, 107(3), 331-348.
Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & MacKenzie, S. B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and Human Decision Processes, 99(2), 113-142.
Porter, L. W., & McLaughlin, G. B. (2006). Leadership and the organizational context: Like the weather? The Leadership Quarterly, 17(6), 559-576.
Rainey, H. G., & Bozeman, B. (2000). Comparing public and private organizations: Empirical research and the power of the a priori. Journal of public administration research and theory, 10(2), 447-470.
Rowold, J., & Heinitz, K. (2007). Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS. The Leadership Quarterly, 18(2), 121-133.
Ruvio, A., Rosenblatt, Z., & Hertz-Lazarowitz, R. (2010). Entrepreneurial leadership vision in nonprofit vs. for-profit organizations. The Leadership Quarterly, 21(1), 144-158.
Sanghera, I., Franklin, B., & Dhillon, S. (2007). The attitudes and beliefs of healthcare professionals on the causes and reporting of medication errors in a UK Intensive care unit. Anaesthesia, 62(1), 53-61.
Schaefer, J. A., & Moos, R. H. (1996). Effects of work stressors and work climate on long‐term care staff's job morale and functioning. Research in nursing & health, 19(1), 63-73.
Schneider, M., & Somers, M. (2006). Organizations as complex adaptive systems: Implications of complexity theory for leadership research. The Leadership Quarterly, 17(4), 351-365.
Schreuder, J. A., Roelen, C. A., Koopmans, P. C., Moen, B. E., & Groothoff, J. W. (2010). Effort–reward imbalance is associated with the frequency of sickness absence among female hospital nurses: A cross-sectional study. International journal of nursing studies, 47(5), 569-576.
Schyns, B., & Croon, M. A. (2006). A model of task demands, social structure, and leader–member exchange and their relationship to job satisfaction. The International Journal of Human Resource Management, 17(4), 602-615.
Sellgren, S. F., Ekvall, G., & Tomson, G. (2008). Leadership behaviour of nurse managers in relation to job satisfaction and work climate. Journal of nursing management, 16(5), 578-587.
Shahin, A. I., & Wright, P. L. (2004). Leadership in the context of culture: An Egyptian perspective. Leadership & Organization Development Journal, 25(6), 499-511.
Shin, S. J., & Zhou, J. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703-714.
Smith, C., & Hill, J. (2009). Toward the measurement of Interpersonal Generosity (IG): An IG scale conceptualized, tested, and validated. Unpublished monograph. University of Notre Dame. Retrieved from http://generosityresearch. nd. edu/assets/13798/ig_paper_smith_hill_rev. pdf.
Solomon, R. C. (1992). Ethics and excellence: Cooperation and integrity in business.
Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of psychology, 25(1), 35-71.
Strauss, A., & Corbin, J. (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory. SAGE Publications, Thousand Oaks, USA.
Tannenbaum, R., Weschler, I. R., & Massarik, F. (1961). Leadership and organization: A behavioral approach: McGraw-HIll.
Terry, G. R. (1960). Principle of Management, Homewood: Richard D. Irwin: Inc.
Tourish, D., & Robson, P. (2004). Critical upward feedback in organisations: Processes, problems and implications for communication management. Journal of Communication Management, 8(2), 150-167.
Treadway, D. C., Hochwarter, W. A., Ferris, G. R., Kacmar, C. J., Douglas, C., Ammeter, A. P., & Buckley, M. R. (2004). Leader political skill and employee reactions. The Leadership Quarterly, 15(4), 493-513.
Trichas, S., & Schyns, B. (2012). The face of leadership: Perceiving leaders from facial expression. The Leadership Quarterly, 23(3), 545-566.
Tucker, S., Turner, N., Barling, J., Reid, E. M., & Elving, C. (2006). Apologies and transformational leadership. Journal of Business Ethics, 63(2), 195-207.
Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The Leadership Quarterly, 17(6), 654-676.
Uhl-Bien, M., & Marion, R. (2009). Complexity leadership in bureaucratic forms of organizing: A meso model. The Leadership Quarterly, 20(4), 631-650.
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298-318.
Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of management, 37(4), 1228-1261.
Van Knippenberg, D., Van Knippenberg, B., De Cremer, D., & Hogg, M. A. (2004). Leadership, self, and identity: A review and research agenda. The Leadership Quarterly, 15(6), 825-856.
Van Lerberghe, W. (2008). The world health report 2008: primary health care: now more than ever: World Health Organization.
Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of management Review, 29(2), 222-240.
Vogelgesang, G. R., Leroy, H., & Avolio, B. J. (2013). The mediating effects of leader integrity with transparency in communication and work engagement/performance. The Leadership Quarterly, 24(3), 405-413.
Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American Psychologist, 62(1), 17.
Wakabayashi, M., & Graen, G. B. (1984). The Japanese career progress study: A 7-year follow-up. Journal of applied psychology, 69(4), 603.
Waldman, D. A., Balthazard, P. A., & Peterson, S. J. (2011). Social cognitive neuroscience and leadership. The Leadership Quarterly, 22(6), 1092-1106.
Walker, A. G., & Smither, J. W. (1999). A FIVE‐YEAR STUDY OF UPWARD FEEDBACK: WHAT MANAGERS DO WITH THEIR RESULTS MATTERS. Personnel Psychology, 52(2), 393-423.
Walumbwa, F. O., Lawler, J. J., & Avolio, B. J. (2007). Leadership, individual differences, and work‐related attitudes: a cross‐culture investigation. Applied Psychology, 56(2), 212-230.
Walumbwa, F. O., Wu, C., & Orwa, B. (2008). Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. The Leadership Quarterly, 19(3), 251-265.
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270.
Wang, P., & Walumbwa, F. O. (2007). FAMILY‐FRIENDLY PROGRAMS, ORGANIZATIONAL COMMITMENT, AND WORK WITHDRAWAL: THE MODERATING ROLE OF TRANSFORMATIONAL LEADERSHIP. Personnel Psychology, 60(2), 397-427.
Whittington, J. L., Coker, R. H., Goodwin, V. L., Ickes, W., & Murray, B. (2009). Transactional leadership revisited: self–other agreement and its consequences. Journal of Applied Social Psychology, 39(8), 1860-1886.
Wieclaw, J., Agerbo, E., Mortensen, P. B., & Bonde, J. P. (2006). Risk of affective and stress related disorders among employees in human service professions. Occupational and environmental medicine, 63(5), 314-319.
Wolff, S. B., Pescosolido, A. T., & Druskat, V. U. (2002). Emotional intelligence as the basis of leadership emergence in self-managing teams. The Leadership Quarterly, 13(5), 505-522.
Woolley, L., Caza, A., & Levy, L. (2010). Authentic leadership and follower development: Psychological capital, positive work climate, and gender. Journal of Leadership & Organizational Studies, 1548051810382013.
Yammarino, F. J. (2013). Leadership Past, Present, and Future. Journal of Leadership & Organizational Studies, 20(2), 149-155.
Yammarino, F. J., & Dansereau, F. (2009). A new kind of organizational behavior. Research in Multi Level Issues, 8, 13-60.
Yammarino, F. J., Dionne, S. D., Uk Chun, J., & Dansereau, F. (2005). Leadership and levels of analysis: A state-of-the-science review. The Leadership Quarterly, 16(6), 879-919.
Yanchus, N. J., Eby, L. T., Lance, C. E., & Drollinger, S. (2010). The impact of emotional labor on work–family outcomes. Journal of Vocational Behavior, 76(1), 105-117.
Yoon, M. H., Beatty, S. E., & Suh, J. (2001). The effect of work climate on critical employee and customer outcomes: an employee-level analysis. International Journal of Service Industry Management, 12(5), 500-521.
Yukl, G. (2008). How leaders influence organizational effectiveness. The Leadership Quarterly, 19(6), 708-722.
Yukl, G. (2010). Leadership in Organizations (7th ed.): Prentice Hall.
Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1), 6.
Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2002). Team leadership. The Leadership Quarterly, 12(4), 451-483.
Zhang, H., Kwong Kwan, H., Everett, A. M., & Jian, Z. (2012). Servant leadership, organizational identification, and work‐to‐family enrichment: The moderating role of work climate for sharing family concerns. Human Resource Management, 51(5), 747-767.
Zhu, W., Avolio, B. J., & Walumbwa, F. O. (2009). Moderating role of follower characteristics with transformational leadership and follower work engagement. Group & Organization Management