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10.3280/mesa2023-126oa17280

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Elenco citazioni del 10.3280/mesa2023-126oa17280

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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.

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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.

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

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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.

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

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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.

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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

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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.

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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].

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

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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.

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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.

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

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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.

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

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

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

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

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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.

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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.

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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.

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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.

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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.

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