Improving employee wellbeing through leadership development
Karanika-Murray M ,  Hasson H ,  Von Thiele Schwarz U, and Richter A
Book chapter – Chapter 23 in The Routledge Companion to Wellbeing at Work (2017), edited by  Cooper, C L , 50th Anniversary Professor of Organizational Psychology and Health at the University of Manchester, UK. He is President of the CIPD, President of the British Academy of Management, and President of RELATE. In 2015 he was number one on HR Magazine’s “Most Influential HR Thinkers” list.

Practising clinical leadership
Book chapter – Chapter 8, by Storey, J and Holti, R in
The Routledge companion to leadership (2016)
Storey J, Hartley J, Dennis JL, Hart P’t, and Ulrich D
John Storey is Professor of Human Resource Management at The Open University, UK.

Leading Across Cultures
Plaister-Ten, J
The fourth White Paper in a new series on Transpersonal Leadership from Routledge explores how different cultures value different leadership approaches and also attach different importance to business goals.
Excerpt from website: Do you know what different cultures view as ‘good leadership’? Cultural differences can create confusion, misunderstandings and conflict. Nevertheless, companies with extensive ethnic diversity are more likely to deliver the innovative ideas and the creativity to deliver new products, services and solutions.

Exploring senior nurses’ understanding of compassionate leadership in the community
British journal of community nursing; Feb 2017; vol. 22 (no. 2); p. 77-87
Ali, S and Terry, L
Excerpt from abstract: “Little is known regarding how compassionate leadership is perceived in community health care organisations. The aim was to understand how leaders and senior staff within a Community NHS Trust perceive compassionate leadership and its importance. This qualitative study employed semi-structured, audio-recorded interviews analysed using interpretative phenomenological analysis. Purposive sampling was used to recruit nursing leaders (n=11) within one Community NHS Trust.”

Regulation among leaders for service improvement
British Journal of Healthcare Management 2017 23:5, 214-219
Singh N and Stanage F
Excerpt from abstract: “In this commentary, the authors argue that, to protect patients, it should become necessary for policy and strategic decision-makers in healthcare to adhere to the same mandatory regulatory standards that healthcare professionals do.”

 Changing together: brokering constructive conversations
Johnston L and Wilson G 
Published by the Social Care Institute for Excellence , May 2017
Excerpt : There were four strands of work that contributed to this report:
A rapid evidence scan, undertaken by ICF. Key research questions included:  What ‘wicked issues’ does the Five Year Forward View present for local health and care economies?  What is meant by a ‘constructive conversation’, how might it be defined?  What attempts have been made to involve the public in constructive conversations in health and other sectors?  Why have health economy transformation projects failed to facilitate constructive conversations in the past? Where have they been successful and why? The review looked at published evidence and literature, including readily accessible grey literature; quantitative and qualitative empirical studies; systematic reviews and meta-analyses; and evidence-based reviews/commentaries and a brief survey of theoretical and conceptual literature was undertaken to help address the first two research questions. The other work strands were a workshop, conversations with senior leaders , and action research with three case study sites (Mid-Nottinghamshire, Dudley and Camden and Islington).

Reward and threat in the adolescent brain: implications for leadership development
Leadership & Organization Development Journal; Vol 38 Issue 4 (2017): 530-548.
Riddell, PM
Click on Text – Accepted Version , and also see University of Reading’s End User Agreement before downloading.

Excerpt from abstract:  A literature review was conducted to find adolescent research that investigated decision making and risk taking. The data obtained were integrated and implications for leadership were drawn from an analysis of the resulting theoretical framework.
The Baby Boomer generation who currently hold many of the leadership positions in organisations are coming close to requirement. They will have to be replaced by members of Generation X and the Millennial Generation resulting in potentially younger leaders. In addition, flatter organisational structures that are currently being implemented in many organisations will require leadership at many more levels. Thus, we need to be able to develop leadership skills in a more diverse and younger section of society. Understanding how the brain develops can help us to design appropriate leadership experiences and training for this upcoming generation of young leaders.

What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation
The Leadership Quarterly, Vol 28, Issue 1, Feb 2017, pages 245-260
Anderson HJ, Baur JE, Griffith JA and Buckley MR

Making sense of effective partnerships among senior leaders in the National Health Service
Health Care Management Review: Post Author Corrections: May 22, 2017
Mitra M, Hoff T, Brankin P, and Dopson, S

Just how multi-level is leadership research? A document co-citation analysis 1980–2013 on leadership constructs and outcomes
The Leadership Quarterly, 2017, 28 (1). pp. 86-103
Batistic, S., Cerne, M. and Vogel, B.

The Influence of Sexual Orientation and Gender on Perceptions of Successful Leadership Characteristics
Chapter in book: Sexual Orientation and Transgender Issues in Organizations:Global Perspectives on LGBT Workforce Diversity, edited by Kollen, T (2016)
Published by Springer – potential readership being researchers , diversity managers, line managers,  human resource managers,  and other staff within organisations.

The Crucible simulation : behavioral simulation improves clinical leadership skills and understanding of complex health policy change
Health Care Management Review . ISSN 0361-6274 (In Press), 2017
Cohen D,  Vlaev, I, McMahon L et al

High reliability organisations : making care safer through reliability and resilience
Sujan, Mark-Alexander (2017)
In: Baillie, L. and Maxwell, E., (eds.) Improving Healthcare: A Handbook for Practitioners. Abingdon, Oxon: Routledge, pp. 101-114.
Book aimed at frontline staff, as well as Quality Improvement leaders and students Editor(s) Bio: Lesley Baillie is Florence Nightingale Foundation Chair of Clinical Nursing Practice in the School of Health and Social Care at London South Bank University. Elaine Maxwell is Associate Professor in Leadership at London South Bank University.

Enabling the flow of compassionate care : a grounded theory study
BMC Health Services Research, 2017, Vol 17 (Issue 1).
Tierney, S, Seers, K, Tutton, E at al

Take it to the top: imagined interactions with leaders elevates organizational identification
The Leadership Quarterly, Vol. Early online, 25.01.2017. (Available freely after 25th July 2018)
Meleady, R and Crisp R J

In learning mode? The role of mindsets in derailing and enabling experiential leadership development
The Leadership Quarterly, June 2017 , Author manuscript
Heslin PA and Keating LA
See also the most cited articles from The Leadership Quarterly

Encouraging disabled leaders in higher education: recognising hidden talents
Stimulus Paper from the Leadership Foundation for Higher Education, March 2017
Martin, N (Professor), London South Bank University
The author gives draws from the limited available literature (full list of references is given), and  based on this and insights from the study participants, concludes; “Disabled leaders tend not to be visible despite often possessing characteristics and the skills associated with effective leadership. Further, the study reveals numerous examples of disabled leaders sensitively adapting to circumstances and team dynamics and expressing a degree of cynicism about the idea of charismatic leadership. However, without strategic level commitment to eradicating barriers and sustaining change, the status quo will remain. Disabled people work effectively within well organised, supportive environments where they feel valued and have some control. Inclusive practices and universal design reduce the requirement for individualised adjustments and benefit everyone. A number of suggestions for action are identified, including strategic responses, inclusive design and reasonable adjustment responses, a focus on leadership recruitment and development, and developing peer support, mentoring, networking and equalities-focussed leadership training”.

Human Side of Collaborative Partnerships: A Microfoundational Perspective
Group and Organization Management, 2017, Vol 42  Issue 2, pp. 151
Liu, Y; Sarala, RM; Xing, Y; Cooper, CL.
Excerpt from abstract: This article has three general objectives. First, we show that collaborative partnerships have been a long-standing issue in management and organization studies and provide an overview of the puzzles that informed and motivated this special issue. Second, we highlight the key insights and contributions of the articles included in this special issue by reviewing their theoretical underpinnings, methodological approaches, and findings. Finally, we outline a future research agenda on the human side of collaborative partnerships that can help advance management and organization studies.

Researching health and social care devolution: learning for Greater Manchester. Interim findings
Lorne C, Coleman A,  McDonald  R et al , published by University of Manchester working closely with the Greater Manchester Health and Social Care Partnership
(GMHSCP), published 6th March 2017
Information about system leadership and shared leadership.

Darkening skies? Insitute of Employment Studies (IES) Perspectives on HR 2017
Link to PDF
Excerpt from webpage: IES’s team of researchers and consultants have pulled together existing research and their own insights and experiences from working with organisations to offer their reflections on how leaders and HR practitioners can successfully navigate the imminent challenges.

Perspectives on effective coaching by those who have been coached
International Journal of Training and Development,  Vol. 21, Iss. 1, March 2017
Carter A, Blackman A, Hicks B, et al

Talent management: responding to uncertainty
Hirsh, W.  Institute of Employment Studies Principal Associate contributes to the Perspectives on HR 2017 series of essay, this one recently published. Hirsh has also authored Effective talent and succession management: A framework for thinking about your own approach Hirsh W (2015), HR Network Paper 103, Institute for Employment Studies,  which offers the practitioner two elements of support on just two pages.

Mindfulness in organisations : Case studies of organisational practice
HR Network Paper 127 | Institute for Employment Studies | Nov 2016
Carter A, Tobias J, and Spiegelhalter K  

For Knowledge Hub readers in HEE London and the South East – New Virtual Faculty Collection, designed to support the work of all clinical teachers, trainers and supervisors
Part of the new e-learning for Healthcare – Educator Hub
http://www.faculty.londondeanery.ac.uk/library-information-services/accessing-the-collection-1
Includes access to Harvard Business Review with several articles on leadership this month – neurodiversity, onboarding and the talent “curse”.