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10.3280/mesa2023-126oa17280

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Zitierungen des 10.3280/mesa2023-126oa17280

Unstructured Zitierung

Accordo tra il Ministro della salute, le regioni e le province autonome di Trento e Bolzano sul documento recante: “Linee-guida in tema di raccolta, manipolazione e impiego clinico delle cellule staminali emopoietiche (CSE)” – -- disponibile al sito: https://www.gazzettaufficiale.it/atto/serie_generale/caricaDettaglioAtto/originario?atto.dataPubblicazioneGazzetta=2003-09-30&atto.codiceRedazionale=03A10620&elenco30giorni=false.


Unstructured Zitierung

Adler P.S. (2002). Corporate scandals: It’s time for reflection in business schools. Academy of Management Perspectives, 16(3): 148-149.

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Unstructured Zitierung

Andersson T. (2015). The medical leadership challenge in healthcare is an identity challenge. Leadership in Health Services, 28(2): 83-99.

https://doi.org/10.1108/LHS-04-2014-0032


Unstructured Zitierung

Anessi‐Pessina E., Cantù E. (2006). Whither managerialism in the Italian national health service?. The International journal of health planning and management, 21(4): 327-355.

https://doi.org/10.1002/hpm.861


Unstructured Zitierung

Avolio B.J., Walumbwa F.O., Weber T.J. (2009). Leadership: Current theories, research, and future directions. Annual review of psychology, 60: 421-449.

https://doi.org/10.1146/annurev.psych.60.110707.163621


Unstructured Zitierung

Banks G.C., Fischer T., Gooty J., Stock G. (2021). Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda. The Leadership Quarterly, 32(2): 101471.

https://doi.org/10.1016/j.leaqua.2020.101471


Unstructured Zitierung

Banks G.C., Gooty J., Ross R.L., Williams C.E., Harrington N.T. (2018). Construct redundancy in leader behaviors: A review and agenda for the future. The Leadership Quarterly, 29(1): 236-251.

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Unstructured Zitierung

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https://doi.org/10.1136/bmjopen-2015-009384


Unstructured Zitierung

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Unstructured Zitierung

Brown M.E., Treviño L.K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6): 595.

https://doi.org/10.1016/j.leaqua.2006.10.004


Unstructured Zitierung

Brown M.E., Treviño L.K., Harrison D.A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organisational behavior and human decision processes, 97(2): 117-134.

https://doi.org/10.1016/j.obhdp.2005.03.002


Unstructured Zitierung

Brown N., Brittlebank A. (2013). How to develop and assess the leadership skills of psychiatrists. Advances in psychiatric treatment, 19(1): 30-37.

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Unstructured Zitierung

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https://doi.org/10.1016/j.ajog.2012.03.005


Unstructured Zitierung

Danish R.Q., Hafeez S., Ali H.F., Mehta A.M., Ahmad M.B., Ali M. (2020). Impact of Ethical Leadership on Organizational Commitment and


Unstructured Zitierung

Organizational Citizenship Behavior with Mediating role of Intrinsic Motivation. International Review of Management and Marketing, 10(4): 25-30. -- Retrieved from https://econjournals.com/index.php/irmm/article/view/9840.


Unstructured Zitierung

Deal J. (2018). The ethical downside of having highly loyal leaders. Wall Street J. -- https://www.wsj.com/articles/the-ethical-downside-of-having-highly-loyal-leaders-1527088218 [ultimo accesso 7 aprile 2023].


Unstructured Zitierung

Dowton S.B. (2004). Leadership in medicine: where are the leaders?. Medical Journal of Australia, 181(11-12): 652-654.

https://doi.org/10.5694/j.1326-5377.2004.tb06509.x


Unstructured Zitierung

Fragale E. (2013). La dirigenza delle aziende sanitarie dopo la cd riforma Balduzzi. Le Istituzioni del Federalismo, (2): 551-581.


Unstructured Zitierung

Freeman J. (2019). Big business and it’s stakeholders. The Wall Street J. -- https://www.wsj.com/articles/big-business-and-its-stakeholders-11566251445 [ultimo accesso 7 aprile 2023].


Unstructured Zitierung

Glouberman S., Mintzberg H. (2001). Managing the care of health and the cure of disease – Part I: Differentiation. Health care management review, 56-69. -- https://www.jstor.org/stable/44951310.

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Unstructured Zitierung

Heifetz R.A., Laurie D.L. (1997). The work of leadership. Harvard Bus Rev, 75: 124-134. -- https://createvalue.org/wp-content/uploads/Heifetz-The-Work-of-Leadership-1.pdf.


Unstructured Zitierung

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Unstructured Zitierung

Hoque K., Davis S., Humphreys M. (2004). Freedom to do what you are told: senior management team autonomy in an NHS acute trust. Public Administration, 82(2): 355-375.

https://doi.org/10.1111/j.0033-3298.2004.00398.x


Unstructured Zitierung

King’s Fund. (2011). The Future of Leadership and Management in the NHS: No More Heroes: a Report for the King’s Fund Commission on Leadership and Management in the NHS. Kings Fund. -- www.kingsfund.org.uk/publications.


Unstructured Zitierung

Lander B. (2016). Boundary-spanning in academic healthcare organisations. Research Policy, 45(8): 1524-1533.

https://doi.org/10.1016/j.respol.2016.01.006


Unstructured Zitierung

Le donne nel Servizio Sanitario Nazionale, Ministero della Salute, 2022: -- chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://www.salute.gov.it/imgs/C_17_pubblicazioni_3273_0_alleg.pdf.


Unstructured Zitierung

Mascia D., Morandi F., Cicchetti A. (2011). Looking good or doing better? Patterns of decoupling in the implementation of clinical directorates. Academy of Management Proceedings, 1: 1-6.

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Unstructured Zitierung

Mihelic K.K., Lipicnik B., Tekavcic M. (2010). Ethical leadership. International Journal of Management & Information Systems (IJMIS), 14(5).

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Unstructured Zitierung

Mintzberg H. (1997). Toward healthier hospitals. Health Care Management Review, 9-18. -- https://www.jstor.org/stable/44950838.

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Unstructured Zitierung

Mitchell T.R. (1982). Motivation: New directions for theory, research, and practice. Academy of management review, 7(1): 80-88.

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Unstructured Zitierung

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Unstructured Zitierung

Porter M.E. (2010). What is value in health care. N Engl J Med, 363(26): 2477-2481.

https://doi.org/10.1056/NEJMp1011024


Unstructured Zitierung

Prenestini A., Sartirana M., Lega F. (2021). Involving clinicians in management: assessing views of doctors and nurses on hybrid professionalism in clinical directorates. BMC Health Services Research, 21: 1-11.

https://doi.org/10.1186/s12913-021-06352-0


Unstructured Zitierung

Sirris S. (2019). Coherent identities and roles? Hybrid professional managers’ prioritizing of coexisting institutional logics in differing contexts. Scandinavian Journal of Management, 35(4), 101063.

https://doi.org/10.1016/j.scaman.2019.101063


Unstructured Zitierung

Spreier S.W., Fontaine M.H., Malloy R.L. (2006). Leadership run amok. Harvard Business Review, 84(6): 72-82. -- https://hbr.org/2006/06/leadership-run-amok-the-destructive-potential-of-overachievers.


Unstructured Zitierung

Vroom V.H. (1964). Work and motivation. New York: John Wiley & Sons.


Unstructured Zitierung

Wojciszke B. (1994). Multiple meanings of behavior: Construing actions in terms of competence or morality. Journal of personality and social psychology, 67(2), 222. -- https://psycnet.apa.org/doi/10.1037/0022-3514.67.2.222.

https://doi.org/10.1037//0022-3514.67.2.222


Unstructured Zitierung

Yidong T., Xinxin L. (2013). How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of business ethics, 116: 441-455.

https://doi.org/10.1007/s10551-012-1455-7


Unstructured Zitierung

Yukl G. (2010). Leadership in organisations (7th ed.). Upper Saddle River, NJ: Prentice Hall.