Leadership & management: Journals & articles

Abstract
Purpose: The purpose of this study is to examine if and how an expanded span of control, management performance and work-related stress indicators (control, support and relationships) influence the time until first-line managers leave their position.

Design/methodology/approach: A prospective longitudinal cohort design involving 87 first-line managers in a Swedish health-care region. Cox proportional hazards regression was used to analyse expanded span of control, work-related stress indicators and management performance as predictors of turnover.

Findings: The findings indicate that first-line managers who were categorized as having moderate concern and a need for improvement in the work-related stress indicators control and manager support had a significantly higher risk of turnover. In contrast, expanded span of control and the number of employees managed per first-line manager did not significantly influence turnover risk. In addition, the work-related stress indicator relationships was not significantly associated with risk of turnover.

Originality/value: This study expands the understanding of actual turnover among first-line managers in health care by exploring how organizational factors influence the decision to leave. Unlike previous research, which primarily examines turnover intentions, this study takes a longitudinal perspective, capturing real turnover events over time. The findings contribute to future research on organizational conditions, providing a basis for developing strategies to improve retention and working conditions for first-line managers in health care.

Abstract
This research examines the association between inclusive leadership, teacher happiness, and the institute climate for creativity in the context of Malaysian education. The study adopted a quantitative research design, and data were gathered from 419 teachers from different educational institutes. The results reveal that inclusive leadership increases teacher creativity and teacher happiness, and institute culture for creativity mediates this path. Also, the moderating effects of polychronicity show that individual differences should be taken into account to enhance teachers' creativity. This research contributes to the development of an integrated approach based on the emotional, cognitive, and organizational approaches that explain the impact of leadership on creativity in the educational setting. The implications stress the importance of educational leaders practicing and promoting a culture that is welcoming for all teachers while at the same time promoting their welfare, thus resulting in better teaching and learning. This research contributes to the existing body of knowledge on leadership and creativity and provides important implications for practitioners and policymakers who seek to improve the level of innovation in education.

Abstract
Background: The study of the dark side of leadership is gaining growing interest, with negative leadership exerting a stronger influence on employees than positive leadership. Considering the importance of employees' proactive behaviors for organizational innovation and long-term growth, investigating whether exploitative leadership-a representative form of negative leadership-impacts such behaviors is a meaningful research question.

Purpose: This study aims to explore the impact of exploitative leadership on subordinates' taking charge behavior, as well as the mediating role of subordinates' organizational identification and the moderating role of traditionality.

Methods: We conducted a two-phase survey using convenience sampling across various industries in China, collecting cross-sectional data from 348 employees. A structural equation model with latent variables was used to test all hypotheses.

Results: This study found that exploitative leadership negatively affects taking charge behavior, and organizational identification mediates the relationship between exploitative leadership and taking charge behavior. Furthermore, traditionality weakens the negative impact of exploitative leadership on organizational identification, as well as the indirect relationship between exploitative leadership and taking charge behavior through organizational identification. In other words, subordinates with high traditionality are more likely to adhere to authority, mitigating the adverse effects of exploitative leadership.

Conclusions and value: This study applies social identity theory to explore the negative impact of exploitative leadership on taking charge behavior, revealing the internal mechanisms and boundary conditions of this relationship, thus filling a gap in the literature on exploitative leadership. We also provide practical recommendations for organizations to mitigate the harmful effects of exploitative leadership and enhance the governance of leaders' exploitative behaviors.

Abstract
Background: Ad hoc teams often work on acute medical problems in intense and unpredictable situations. Team leadership is important for effective teamwork, and communication in ad hoc teams is especially vulnerable to errors and may impact patient outcomes. Previous review studies have mainly focused on team leadership styles. However, little is known about team leader communication in ad hoc teams and whether it impacts team outcomes. Thus, the aim of this review was to investigate whether team leader communication in ad hoc teams impacts team outcomes.

Methods: A systematic review was conducted with database searches on CINAHL, Medline and Embase in May 2023, with an update in February 2024. Eight studies identified from the search were included in the review, and the results are presented as a narrative synthesis.

Results: The eight studies that met our inclusion criteria had an observational quantitative design and all of them were conducted in the context of emergency departments or intensive care units (five from a simulation context and three from a real life context). Team leader communication was measured using validated instruments or behavioural indicators, such as call-outs and closed loops. The results revealed that team leader communication had a significant impact on team performance, measured as technical work performance and non-technical work performance, in all the included studies. The team leaders' use of communication strategies, such as situational awareness, callouts and closed loop communication, positively impacted team performance.

Conclusions: The results of this systematic review indicate that team leaders in ad hoc teams have a significant impact on overall team performance. These results underscore the importance of competence in team leadership and highlight the importance of incorporating team leader training into team training programmes. Further studies using more homogenous measuring methods for both team leader communication and outcome variables are needed to confirm the results of this review. The findings in this review may contribute to an enhanced emphasis on the training of team leaders in intense, unpredictable situations, such as in ad hoc teams.

Abstract
This study indicates that there is still a limited number of studies that examined the nexus among participative leadership (PL), follower's psychological safety (FPS), followers' radical creativity (FRC), and collaborative relationship (CR) in the manufacturing sector of emerging economies. This paper emphasizes the importance of FPS and business collaboration to promote FRC and sheds new light on manufacturing stakeholders' involvement. That is why this research aims to investigate the relationship between PL and FRC, including the mediating effect of FPS. Additionally, CR functioned as a moderator in the connection between FPS and FRC. This study applies the social information processing (SIP) theory as the theoretical background by bringing the dynamics between leaders and followers to the current scholarly discourse. A quantitative survey was conducted through a structured questionnaire from the samples, including 82 leaders and 240 followers from 178 manufacturing companies from all parts of Bangladesh. The researchers in this study employed SPSS for the descriptive statistics and PLS-SEM to evaluate the anticipated connections. Moreover, the quantitative results showed that PL has a positive and substantial relationship with both FPS and FRC (β = 0.25, t-statistics = 5.67, P < 0.001). Additionally, FPS has a mediation effect on the link between PL and FRC (β=-0.12, t-statistics = 22.59, P < 0.001) On the other hand, it has been found that the collaborative relationship's moderating influence is insignificant (β = 0.29, T-values = 0.66, SE = 0.0000031). This study clarifies how PL and FPS develop the FRC in Bangladeshi industrial firms. This study contributes to the literature by highlighting how organizations can promote FRC among their followers, foster PS through CR, and motivate individuals to actively participate in FRC endeavors to boost organizational productivity and effectiveness.

Abstract
Purpose: This study aims to investigate autonomy support and self-valuation as potential mechanisms by which supportive leadership improves physician well-being. Supportive leadership is one of the strongest predictors of physician well-being. However, mechanisms by which leadership behavior influences well-being remain unknown. The authors hypothesized that autonomy support and self-valuation mediate this relationship.

Design/methodology/approach: This was a cross-sectional survey-based study of physicians in a tri-hospital cardiovascular health system in southwestern USA. An anonymized multidimensional questionnaire comprising standardized and pre-validated measures of leadership behavior, self-valuation, autonomy support, fulfillment and burnout was e-mailed to 815 eligible physicians in February 2024. Hypothesized multivariable pathways were investigated via structural equation modeling.

Findings: In total, 122 participants answered the survey, 99 providing complete responses. Respondents were 75.76% male, 54.54% aged 41 to < 65 years, 44.44% white, 21.21% Asian and 52.52% in practice for ≥ 15 years. Reliabilities of ordinal scales were all ≥ 0.700, and univariate correlations were in expected directions. Fully, 24.24% of respondents were burned out, 63.64% professionally fulfilled, 70.71% had high autonomy support and 55.56% high self-valuation. Indirect effects of leadership support on fulfillment and burnout, mediated via autonomy support and self-valuation, were more significant than direct effects. Findings supported the study hypothesis that leadership support improves fulfillment and reduces burnout among physicians partly by fostering autonomy and self-valuation.

Originality/value: Autonomy support and self-valuation within physician teams are highlighted as factors whose improvement well-being-centered leadership training programs specifically should target.

Abstract
This empirical investigation examines the mediating mechanisms through which unethical leadership influences employee work deviant behavior in the healthcare sector, specifically focusing on psychological empowerment and performance attitudes as potential mediating variables. Furthermore, the research explores the moderating role of financial job dependency in the relationship between unethical leadership and employee work deviant behavior. Utilizing a systematic stratified sampling methodology, data were collected from 384 manager-employee dyads within healthcare organizations in developing countries. The results demonstrate that both psychological empowerment and performance attitudes serve as significant mediating mechanisms in the relationship between unethical leadership and work deviant behavior. Additionally, the findings reveal that financial job dependency moderates the relationship between unethical leadership and psychological empowerment, although no significant moderating effect was observed in the relationship between unethical leadership and employee workplace behaviors. These findings contribute to the existing literature on organizational behavior and healthcare management while offering practical implications for healthcare administrators seeking to mitigate workplace deviance. The results provide empirically-grounded insights that can inform the development of targeted interventions and management strategies within healthcare organizations.

Abstract
This review aimed to map the existing research and methodologies used and identify themes of power distance in healthcare. A systematic search for original studies was conducted in May 2023 in accordance with the Joanna Briggs Institute's guidelines for scoping reviews. The Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews were used for reporting. A total of 30 studies were included, and all were published between 2004 and 2022. Power distance as a moderator was evident in the research, influencing the relation between other variables. Three distinct themes of power distance in healthcare were identified: interpersonal, intrapersonal and cultural aspects of power distance. These themes illustrate the multilevel effects of power distance in healthcare. Based on current evidence, power distance is an impactful phenomenon in healthcare. Power distance has diverse direct and indirect impacts and is a valuable framework for describing healthcare's complex social inequalities. Power distance was directly linked with hierarchy and associated with a lack of collegiality. Awareness and understanding of power distance are valuable for healthcare leadership and research, aiding in the comprehension of employee outcomes, expectations and subtle cultural differences, though further research on power distance in healthcare is needed.

Abstract in English, French
Background: Gender diversity is lacking in the orthopedic workforce, and patient outcomes are known to be negatively affected when gender inequity exists. Following an unpublished needs assessment, we sought to evaluate participants' proposed solutions to gender inequity faced by female orthopedic surgeons in Canada and to translate the range of solutions into a medical education model.

Methods: Open-text responses from a gender-bias survey of Canadian orthopedic surgeons who identified as women were analyzed qualitatively by 2 experts. The questions covered the domain of changes required to improve the work environment. We used the latter 2 steps of Kern's educational framework as a lens to interpret the data and generate solutions.

Results: A total of 330 eligible surgeons were approached, and 220 (67.0%) completed the survey. Respondents provided more than 14 000 words of text for analysis. Using the themes of the unpublished needs assessment, we defined broad goals and specific objectives, including raising awareness, establishing an equitable playing field, drawing attention to male privilege, developing effective mentorship, eliminating harassment, and unburdening the second shift. We present solutions via educational strategies and evaluative methods based on Kern's framework.

Conclusion: We offer a road map for improving gender diversity in orthopedic surgery, based on survey results from Canadian women in orthopedic surgery, analyzed using a gender bias framework and an educational conceptual framework. We hope that this work will improve the surgical profession and patient care.

Abstract
To develop and sustain a healthy and efficient work environment, managers need to provide their employees with relevant and useful performance feedback. However, research on leadership training in functional behaviors, such as performance feedback, has yet to demonstrate consistent long-term effectiveness. Therefore, the purpose of this study was to evaluate the long-term influence of operant-based leadership training on managers' performance feedback behaviors. Municipality employees (n = 439) responded to a questionnaire four times over a period of 18 months. The employees' managers were randomized into an experimental and a control group. The managers in the experimental group received managerial behavioral training, while the waitlist control group managers did not. Multilevel growth curve modeling was used for data analysis. The results showed that employees in the experimental group reported a significantly greater improvement in their managers' performance feedback behaviors compared to employees in the control group (β = 0.30, p = 0.04). Furthermore, the improvement in the experimental group managers' leadership behaviors had a linear trajectory throughout the 18-month study period, with no significant deceleration in their learning curve (Δχ2(2) = 2.2, p = 0.34). In conclusion, operant-based leadership training can help managers develop their performance feedback behaviors and the effect of such training is persistent over time. The findings imply that leadership training research and practice should strive to integrate operant learning theory and practice in order to improve the long-term effectiveness of leadership training interventions. Positive utility reactions, achieved by shaping leadership behaviors to optimize their fit with the managers' work context, may be critical for ensuring the enduring effects of leadership training.

Abstract
Introduction: Strengthening the safety climate in surgical centres is essential for ensuring care and patient safety, which directly impacts the reduction in the occurrence of adverse events and complications. In this sense, used to strengthen the safety climate in the operating room.

Methods and analysis: A scoping review will be carried out on the basis of the method proposed by the JBI and the Preferred Reporting Items for Systematic reviews and Meta-Analyses extension for Scoping Reviews (PRISMA-ScR) will be applied. The selection of studies, data extraction and synthesis will occur on the basis of the following inclusion criteria: Participants (leaders and health professionals), Concept (strategies for improving the safety climate) and Context (operating room) framework. This scoping review considers studies that address improvement strategies employed to strengthen the safety climate within the operating room. The review encompasses all studies published from 2009 to the present. The results will be presented in a narrative format with tables or diagrams.

Ethics and dissemination: No ethics committee approval is required for this study as it does not involve human participants. The results of the study will be disseminated through peer-reviewed publications, presentations at scientific congresses and targeted knowledge-sharing sessions with relevant stakeholders.

Abstract
Background: Health care crises underscore the critical need to maintain a robust safety climate to prevent medical errors and improve patient outcomes. Leadership behaviors, particularly initiating structure and consideration, are vital in shaping safety climate. However, inconsistent findings have raised questions regarding the effectiveness of these behaviors in crisis contexts.

Purpose: This study examines how the initiating structure and consideration behaviors of clinical leaders influence safety climate during crises and explores the moderating role of leaders' affectivity in these relationships.

Methodology/approach: Empirical data were collected from 108 dyads of clinical leaders and their direct reports across 21 public hospitals in Thailand at three intervals over one year. The study employed growth modeling using random coefficient models to analyze the impact of leadership behaviors on safety climate, accounting for the nonindependence of observations over time and variations in leader affectivity.

Findings: The results show that the positive impact of consideration behaviors on safety climate diminishes during crises, whereas initiating structure plays a crucial role in enhancing safety climate by providing clarity and stability. Additionally, leaders' positive affectivity enhances the impact of consideration behaviors on safety climate, although this effect weakens as the crisis intensifies.

Practice implications: These findings highlight the need for clinical leaders to balance initiating structure with consideration to enhance safety climate during crises, while leveraging positive affectivity to integrate new information to stabilize safety practices and develop effective contingency responses to immediate needs.

Abstract
Purpose: Gender disparities in academia are a growing concern, impacting various disciplines, including health care. We aimed to investigate gender-based differences in academic performance, leadership roles, and academic distinction within anesthesiology and critical care medicine.

Source: We conducted electronic searches for relevant articles published in PubMed, CENTRAL, Scopus, Web of Science, Embase, Education Resources Information Center, PsychINFO, and ProQuest from database inception until 23 June 2024. Three researchers conducted blinded assessments using predefined inclusion and exclusion criteria, with discrepancies resolved through discussion. We reported descriptive statistics for quantitative data from the included research articles.

Principal findings: Our initial screening identified 37,311 studies, 71 of which met the specified inclusion criteria and were therefore evaluated. Analysis of academic publishing trends revealed a gradual increase in the proportion of women as coauthors, first authors (in anesthesiology, the increase ranged from 7% to 17%, and in critical care medicine the increase was 4%), last authors, and corresponding authors. Despite these improvements, women remain underrepresented on the editorial boards of top journals. Although an increase in the representation of women as abstract presenters at conferences was noted, gender disparities persist in senior authorship roles.

Conclusion: Gender disparities are evident in academic leadership positions within anesthesiology and critical care medicine, with few women holding editor-in-chief positions and underrepresentation of women on editorial boards. We observed similar gaps in departmental and scientific society leadership roles. The distribution of awards, prizes, and grants remains skewed, indicating persistent gender imbalances in academic distinction. While progress has been made in certain areas, substantial gaps persist in scholarly publishing, leadership, and academic distinction.

Abstract
Importance: Leaders of healthcare organizations play a key role in developing, prioritizing, and implementing plans to adopt new evidence-based practices. This study examined whether a letter with peer comparison data and social norms messaging impacted healthcare leaders' decision to access a website with resources to support evidence-based practice adoption.

Methods: Pragmatic, parallel-group, randomized controlled trial completed from December 2019 -June 2020. We randomized 2,387 healthcare leaders from health systems, hospitals, and physician practices in the United States, who had previously responded to our national survey of healthcare organizations, in a 1:1 allocation ratio to receive one of two cover letter versions via postal mail (all) and email (for the 60.6% with an email address), accompanying a report with their survey results. The "nudge" letter included messaging that highlighted how an organization's results compared to peers using text, color, and icons. Both nudge and control letters included links to a resource website. We interviewed 14 participants to understand how the letter and report impacted behaviors.

Results: Twenty-two of 1,194 leaders (1.8%) sent the nudge letter accessed online resources, compared to 17 of 1193 (1.4%) sent the control letter (p = 0.424). Nine of the 14 interviewed leaders stated that viewing the letter (regardless of version) and accompanying report influenced their decision to take a subsequent action other than accessing the website. Seven leaders forwarded the report or discussed the results with colleagues; two leaders stated that receiving the letter and report resulted in a concrete practice change.

Conclusions: Receiving cover letters with a behavioral nudge did not increase the likelihood that organizational leaders accessed a resource website. Qualitative results suggested that the survey report's peer comparison data may have been a motivator for prioritizing and delegating implementation activities, but leaders themselves did not access our online resources.

Abstract
This study investigated whether the facial expressions of chief executive officers (CEOs) are associated with corporate performance. A photograph of the CEO or president of each company that appeared on the Fortune Global 500 list for 2018 was taken from the company's official website. The smile intensity and action unit activation in each face were calculated using a pre-trained machine learning algorithm, FACET. The results revealed a positive association between smile intensity and company profit, even when controlling for the company's geographic location (Western culture versus others) and the CEO's gender. Furthermore, when the type of smile was examined with the activation of each action unit, this significant positive association was identified in the dominant smile but not in the reward and affiliative smiles. Relationships among the leader's smile intensity, group strategy, and group performance are discussed.

Abstract
In healthcare, improvement leaders have been inspired by the frameworks from industry which have been adapted into control systems and certifications to improve quality of care for people. To address the challenge to regain trust in healthcare design and delivery, we propose a conceptual framework, i.e. the "House of Trust". This House brings together the Juran Trilogy, the emerging concept of co-production in quality management and the multidimensional definition of quality, which describes core values as an integral part of the system to deliver person- and kin-centered care. In the "House of Trust" patients, their kin, healthcare providers, executives and managers feel at home, with a sense of belonging. If we want to build a care organization that inspires and radiates confidence to all stakeholders, highlighting the basic interactions between front- and back-office is required. An organization with both well-organized back- and front-offices can enable all to benefit from the trust each of them needs and deserves. A quality system does not depend on government inspection and regulations nor on external accreditation to develop itself into a House of Trust. Success will only be achieved if all involved continuously question themselves about the technical dimensions of quality and their core values during the "moment of truth".

Abstract
This qualitative study aims to investigate the competencies and effectiveness of humor use in workplace leadership. By exploring the elements underlying successful and unsuccessful humor use, this research offers insights into the competencies required for leaders to leverage humor effectively. Adopting a qualitative inductive approach, fifteen individual semi-structured interviews were conducted, generating a dataset of 51 critical incidents of humor use. Reflexive thematic analysis was employed to identify key themes, resulting in the identification of five central elements: Reading the context, Intention and motivation, Judgement and decision, Skillful delivery, and Understanding reactions. These elements provide a comprehensive framework for understanding humor use in the context of workplace leadership, emphasizing the importance of cognitive and emotional intelligence / competencies. The study proposes a theoretical framework based on these findings, providing the foundation of a new paradigm for understanding and measuring humor use. This research contributes to a deeper understanding of the competencies and complexities involved in using humor as a leadership tool and provides practical implications for leaders aiming to enhance their leadership effectiveness through humor.

Abstract
This research investigates the glass cliff effect and the positions held by women in leadership roles, focusing on their impact on operational liquidity. The study delves into the relationship between corporate governance attributes and operational liquidity in 60 non-financial companies listed on the Pakistan Stock Exchange during Covid-19. Utilizing Quine-McCluskey technique and fuzzy set Qualitative Comparative Analysis (fsQCA), it examines the combined effect of Women on the Board, Board Size, Ownership by Blockholders, Board Qualifications and Busy Directors on Operational Liquidity. The necessary condition analysis (NCA) emphasises that firms can operate without reliance on any particular variable taken in the study. The sufficiency analysis provided an expanded understanding of the three conditions leading to the same outcome both before and during the pandemic. This research highlights the significance of the glass cliff effect and emphasizes the pivotal role of women in effectively managing liquidity during times of crisis. Additionally, it provides valuable insights for policymakers regarding the impact of Covid-19 on the interplay between corporate governance characteristics and operational liquidity.

Abstract
Purpose: This study aims to summarize studies that compared the performance of health-care institutions led by leaders with medical background versus those with no medical background.

Design/methodology/approach: A systematic search was conducted on three databases: PubMed, Ovid Medline and Google Scholar to identify relevant peer-reviewed studies using the keywords "performance," "impact," "physician," "medical," "doctor," "leader," "healthcare institutions" and "hospital." Only quantitative studies that compared the performance of health-care institutions led by leaders with medical background versus non-medical background were included. Articles were screened and assessed for eligibility before the relevant data were extracted to summarize, appraise and make a narrative account of the findings.

Findings: A total of eight studies were included, four were based in the USA, two in the UK and one from Germany and one from the Arab World. Half of the studies (n = 4) reported overall better health-care institutional performance in terms of hospital quality ranking such as clinical effectiveness and patient safety under leaders with medical background, whereas one study showed poorer performance. The remaining studies reported mixed results among the different performance indicators, especially financial performance.

Practical implications: While medical background leaders may have an edge in clinical competence to manage health-care institutions, it will be beneficial to equip them with essential management skills to optimize leadership competence and enhance organizational performance.

Originality/value: The exclusive inclusion of quantitative empirical studies that compared health-care institutional performance medical and non-medical leaders provides a clearer link between the relationship between health-care institutional performance and the leaders' background.

Abstract
Globally, oral conditions remain the most prevalent of all non-communicable diseases. Among the broad range of target goals and recommendations for action by the World Health Organization's Global Oral Health Strategy, we call out three specific actions that provide an enabling environment to improve population oral health including: (i) enabling population oral health reform through leadership, (ii) enabling innovative oral health workforce models, (iii) enabling universal health coverage that includes oral health. The aim of the article is to outline how leadership, regulatory approaches and policy in Australia can strengthen health promotion practice and can inform global efforts to tackle the complex wicked problems associated with population oral health. Examples in Australia show that effective leadership, regulatory approaches and well-designed policies can address the growing burden of non-communicable diseases, and are made possible through public health advocacy, collaboration and research.

Abstract
Despite progress made over the past decade, women are under-represented in positions of leadership in academic medicine. Women physicians face numerous challenges throughout their careers. Despite achieving leadership positions, women in leadership continue to experience the impact of those challenges. In this review, we describe four misconceptions about women in leadership, along with their impact and recommendations. First, we describe differences between mentorship and sponsorship, as well as their impact on attaining leadership positions. Second, the gender pay gap persists throughout women's careers, regardless of leadership positions. Third, we explore the role of self-efficacy in leadership in the context of stereotype threats. Fourth, gendered expectations of leadership characteristics place an undue burden on women, detracting from their leadership effectiveness. Organizations can address the challenges women face by creating robust mentorship and sponsorship networks, establishing transparent and equitable pay policies, promoting and normalizing a broader range of leadership styles, and improving work flexibility and support structure. Ultimately, such changes serve all members of the organization through increased retention and engagement.

Abstract
Background: The unprecedented exodus of workers from the healthcare system is a patient safety crisis. Organizational compassion in health care is the proactive, systematic, and continuous identification, alleviation, and prevention of all sources of suffering.

Aims: This scoping review aimed to describe the evidence regarding the impact of organizational compassion on clinicians, identify gaps, and provide recommendations for future research.

Methods: A comprehensive librarian-assisted database search was conducted. Databases searched were PubMed, SCOPUS, EMBASE, Web of Science, PsychInfo, and Business Source Complete. Combinations of search terms regarding health care, compassion, organizational compassion, and workplace suffering were used. The search strategy was limited to English language articles and those published between 2000 and 2021.

Results: Database search yielded 781 articles. After removing duplicates, 468 were screened by title and abstract, and 313 were excluded. One-hundred and fifty-five underwent full-text screening, and 137 were removed, leaving 18 eligible articles, two of which were set in the United States. Ten articles evaluated barriers or facilitators to organizational compassion, four evaluated elements of compassionate leadership, and four evaluated the Schwartz Center Rounds intervention. Several described the need to create systems that are compassionate to clinicians. Lack of time, support staff, and resources impeded the delivery of such interventions.

Linking evidence to action: Little research has been done to understand and evaluate the impact of compassion on US clinicians. Given the workforce crisis in American health care and the potential positive impact of increasing compassion for clinicians, there is an urgent need for researchers and healthcare administrators to fill this gap.

Abstract
Background: Existing research has mostly focused on themes related to returning to or staying at work and studied organizations' operational rather than strategic level actions to support work ability. Top managers' understanding of work ability management (WAM) may influence how work ability support processes are implemented in organizations.

Objective: To find out how top managers define WAM, what the aims of WAM were and whether the aims were on a strategic level.

Methods: Altogether 28 semi-structured interviews among Finnish social and health care top managers were conducted during the years 2019-2021 and analyzed inductively using qualitative thematic analysis.

Results: Top managers' definition of WAM was mainly multidimensional. Two main aims emerged, i.e., to support work ability 1) at the individual and 2) at the organizational level. The aims of the former were to anticipate the decrease of health and functional capacity, to support workers already decrease in these, to develop competence, and to manage the effects of changes on work ability. The aims at the organizational level were to improve labor availability and personnel retention, to ensure the flow of work, and to increase trust and create shared values. Top managers described the aims as being at a strategic level, but this was not yet realized in their organizations because the actions were reactive rather than proactive.

Conclusion: Top managers' multidimensional perception of WAM, emphasizing proactive actions, and strategic level aims are crucial and require the commitment of the top managers for strategic WAM, especially during constant changes.

Abstract
Background: Chief residents (CRs) have pivotal educational and leadership roles in residency programs. The necessary CR leadership skills that transcend specialties have not been defined and most training on these skills occurs in silo.

Objective: The primary goal was to define leadership skills important for the general CR role. The secondary aim was to determine which skills should be included in cross-specialty CR training and identify benefits of such training.

Methods: Sixty-three CRs and 25 program directors (PDs) from 25 residency programs at a single institution were surveyed via a modified Delphi approach in 2022 as part of a needs assessment on CR leadership training. First, respondents answered three open-ended questions about skills needed for the CR role and the potential benefits of cross-specialty CR training. Respondents then rated categorized responses on the importance of the skill, agreement that skills should be included in cross-specialty training, and agreement on benefit of cross-specialty training using a 5-point Likert scale. Positive consensus was defined as 80% agreement.

Results: Fifty respondents (53%) participated in round one and 28 (32%) in round two. Positive consensus was reached on 38 skills (63%). Nine skills reached consensus on inclusion in cross-specialty training including communication skills and certain management skills. Consensus on benefits of training include learning from and collaborating with other residency programs.

Conclusion: The authors defined important skills for the CR role that reached consensus across a broad range of specialties and identified the perceived benefits of shared leadership training. Residency programs should consider cross-specialty leadership training for CRs with a focus on communication and management skills.

Abstract
Background: Authentic leadership in nurse managers has been identified as a strong predictor of multiple nurse outcomes. However, its association with staff performance and nurses' intention to leave has yet to be established.

Purpose: This study was designed to identify the predictive effect of sociodemographic variables on nurse performance and intention to leave and to examine the relationship between authentic leadership in nurse managers and, respectively, nurse performance and intention to leave.

Methods: A comparative and correlational design and a cross-sectional survey approach were used. A convenience sample of 166 registered nurses working in a government hospital in Jordan was recruited. Data collection was performed online using the sociodemographics questionnaire, the Authentic Leadership Questionnaire, the Turnover Intention Scale, and the Six Dimensions of Nurse's Performance Scale. Data were analyzed using descriptive statistics, independent t test, one-way analysis of variance, Pearson correlation, and multiple hierarchical linear regression.

Results: The overall mean score was 2.08 (SD = 0.87) for the Authentic Leadership Questionnaire, 3.57 (SD = 1.76) for the Turnover Intention Scale, and 3.00 (SD = 0.51) for the Staff Performance Scale. Mean nursing performance differed significantly based on marital status, whereas intention to leave differed significantly based on marital status and the respondent's perception of their first-line manager. A statistically significant, positive correlation between authentic leadership and staff performance and a statistically significant, negative correlation between authentic leadership and intention to leave were found. In addition, authentic leadership was uniquely associated with staff performance (B = 0.19, p < .05) and intention to leave (B = -0.39, p < .05) in the hierarchical regression analysis after controlling for sociodemographic variables.

Conclusions/implications for practice: Authentic leadership from nurse managers is associated with improved nurse performance and lower nurse intention to leave. Nurse managers may enhance authentic leadership attributes to better retain nurses in hospitals and improve nurse job performance.

Abstract
Emotional intelligence (EI) has been widely researched in different fields of knowledge. This paper reviews the literature on emotional intelligence, leadership, and teams in 104 peer-reviewed articles and reviews provided by the Web of Science and Scopus databases from 1998 to 2022. It is a hybrid or mixed review as it uses both quantitative and qualitative analysis techniques. The aims of this study are a performance analysis of the selected documents (years of publication, country, sectors, techniques used, most cited authors, authors with more publications, journals, journal quartiles, and scope of publication), as well as a co-word analysis using Atlas. ti v8. The results of the quantitative analysis indicate that the majority are empirical works. The qualitative analysis is a co-word analysis providing the following results: (i) classification of authors by major themes-categories (EI, leadership, team), (ii) classification of themes within each major theme: three subcategories in EI, 17 subcategories in leadership, and 19 subcategories in team and, lastly, (iii) classification according to the chronological development of main objectives from the most cited authors' articles we analyzed. Leadership (transformational, emergence, virtual, effective, health, effectiveness) is the major theme we studied. Our in-depth review of the articles has shown that emotionally intelligent leaders improve both behaviors and business results and have an impact on work team performance. It also highlighted a positive relationship between emotional competence and team members' attitudes about work. The new trends focus on the impacts of COVID19, the global crisis due to the Ukraine War, working in VUCA and BANI environments, comparative studies between generations, the application of artificial intelligence and the influence of mindfulness on organizations.

Keywords: economic development; entrepreneurship; innovation; leadership; sustainability.

Abstract
Over the years, the concept of despotic leadership (DL) has emerged as a hot topic in academic and professional debates on leadership. To this end, this study aims to synthesize existing literature on despotic leadership in business management scholarship. We utilize a systematic literature review technique to systematically identify, select, and evaluate existing scholarly publications on despotic leadership to highlight emerging topics, theories, and the consequences of despotic leadership at the workplace. In addition, we also provide a set of specific research questions for advancements of DL in management and leadership research as well as to clarify its conceptual and operationalization ambiguities. The findings of this review are categorized as follows, i) theory and conceptualization of DL, ii) state-of-the-art research profiling, iii) key thematic areas, and iv) future agenda. The key implications of this review for theory and practice are discussed.

Abstract
Innovative Work Behavior (IWB) of employees is one of the essential requirements for organizations to excel in competition in today's dynamic world. Nowadays, organizations can keep the current pace through competitive advantage. But to acquire competitive advantage, employees must be creative and innovative in their work-related behaviors. Small and Medium Enterprises (SMEs) in Pakistan are suffering several challenges in this regard. Therefore, current study is designed to examine the role of negative events and negative leadership on the IWB of the employees with mediating role of Psychological Well-being (PsyWB). Further, the moderating role of Perceived Organizational Support (POS) has also been tested. The negative event used in current research is Workplace Incivility (WPI) and Despotic Leadership (DL) from the negative leadership styles examined. Results of the current study showed that the presence of WPI and DL in organizations damage the IWB of employees as they harm the PsyWB of employees. We find that PsyWB mediated the relationship among DL, WPI, and IWB. POS is helpful for employees to overcome the negative issues prevailing in the organizations. The SMEs need to construct policies to eradicate WPI and must discourage despotic personalities to make the environment favorable for employees to protect their IWB. There must be some events that can increase the positive PsyWB of employees to make them more creative and motivated. Likewise, POS must be at sufficient level so that employees feel safe and healthy in all respects.

Abstract
Background: Embedded attitudes within the medical workforce mean supervisors have a key role in the practice and promotion of decolonised and antiracist approaches to their engagement with Aboriginal and Torres Strait Islander health medical education.

Objective: The aim of this paper is to provide an understanding of the practical application of decolonised and antiracist approaches for the general practitioner (GP) supervisor.

Discussion: Decolonised and antiracist approaches can elevate supervisor engagement with their GP trainees and assist understanding of the health of Aboriginal and Torres Strait Islander peoples.

Abstract
Emergency and essential surgery is a critical component of universal health coverage. Session three of the three-part virtual meeting series on Strategic Planning to Improve Surgical, Obstetric, Anaesthesia, and Trauma Care in the Asia-Pacific Region focused on strategic partnerships. During this session, a range of partner organisations, including intergovernmental organisations, professional associations, academic and research institutions, non-governmental organisations, and the private sector provided an update on their work in surgical system strengthening in the Asia-Pacific region. Partner organisations could provide technical and implementation support for National Surgical, Obstetric, and Anaesthesia Planning (NSOAP) in a number of areas, including workforce strengthening, capacity building, guideline development, monitoring and evaluation, and service delivery. Participants emphasised the importance of several forms of strategic collaboration: 1) collaboration across the spectrum of care between emergency, critical, and surgical care, which share many common underlying health system requirements; 2) interprofessional collaboration between surgery, obstetrics, anaesthesia, diagnostics, nursing, midwifery among other professions; 3) regional collaboration, particularly between Pacific Island Countries, and 4) South-South collaboration between low- and middle-income countries (LMICs) in mutual knowledge sharing. Partnerships between high-income countries (HIC) and LMIC organisations must include LMIC participants at a governance level for shared decision-making. Areas for joint action that emerged in the discussion included coordinated advocacy efforts to generate political view, developing common monitoring and evaluation frameworks, and utilising remote technology for workforce development and service delivery.

Keywords: anesthesia; global health; medical education; rural health; underserved health.

The Asia Pacific Journal of Health Management (APJHM) is a peer reviewed journal for managers of organisations offering health and aged care services. It was launched as the official journal of the Australasian College of Health Service Management in 2006. It is currently published as a collboration between ACHSM and the Society for Health Administration Programs in Education (SHAPE), following a Memorandum of Understanding signed in July 2019.

International Journal of Health Policy and Management (IJHPM) is an open access and peer-reviewed journal, which serves as an international and interdisciplinary setting for the dissemination of health policy and management research. It brings together individual specialties from different fields, notably health management, health policy, and health economics into a dynamic academic mix.

JMO is an international peer-reviewed Gold Open Access journal committed to publishing high quality and influential research to provide in-depth understanding of Management and Organizational issues.

The Journal of the International Project Management Association (IPMA) Project Leadership and Society (PLAS) is an academic and gold open access journal. As a sister open access journal of the International Journal of Project Management, the leading journal in the field of Project Management. PLAS opens up for novel approaches that study projects and relate them to society. Society is considered in a broad sense, including policy, leadership and managerial practice.

This issue will cover novel approaches to demonstrating value by anesthesiologists. Articles will include Value from the Patient and Payer Perspectives, Perioperative Surgical Home, Demonstrating Value: A British perspective, Demonstrating value: A case study of enhanced recovery, Acute Pain Management/Regional, Measuring Outcomes as Demonstrating Value and many more!