DC FieldValueLanguage
dc.contributor.authorGoula, Aspasia-
dc.contributor.authorPierrakos, George-
dc.contributor.authorPsychogios, Alexandros-
dc.contributor.authorMaritsa, Evangelia-
dc.date.accessioned2024-04-25T11:02:41Z-
dc.date.available2024-04-25T11:02:41Z-
dc.date.issued2022-12-01-
dc.identifierscopus-85143723542-
dc.identifier.issn1660-4601-
dc.identifier.issn1661-7827-
dc.identifier.other85143723542-
dc.identifier.urihttps://uniwacris.uniwa.gr/handle/3000/2274-
dc.description.abstractBackground: Relational Leadership Theory (RLT) has been gaining rising attention for the past 20 years with studies investigating multiple implications and practices of relationships within organizations. Yet, less attention has been given in healthcare settings. By virtue of the emerging need to move beyond exploring the quality of relationships and to move towards the exploitation of relational dynamics that influence leadership development in healthcare organizations, this study explores both the dyad relationships and the context in which those occur. With recent attention directed to the implementation of human-centered practices and the creation of effective networks to bring desired results, RLT is called on to advance this agenda within healthcare organizations. Material and Methods: Research articles that examined leadership theories over the past thirty years were selected from computerized databases and manual searches. Results: It is argued that the way and context in which relationships are formed between leaders and members is a social process that, in turn, shapes the effectiveness of the management of those organizations. Leadership is not rank—it is the relationship with the relational dynamics that play in the same context, creating evolutionary organizational processes. Conclusions: This paper challenges leadership theory one step further. Exploring an organization through relational leadership theory is much like wearing the lens of ‘cause and effect’ in leadership behavioral studies. Therefore, this study contributes to this direction with a robust co-examination of relational dynamics that take place in the healthcare sector, showcasing a broader framework in which relational leadership is germinated and influences its outcomes.en_US
dc.language.isoenen_US
dc.relation.ispartofInternational Journal of Environmental Research and Public Healthen_US
dc.subjectDevelopmenten_US
dc.subjectDynamicsen_US
dc.subjectHealthcareen_US
dc.subjectLeadershipen_US
dc.subjectLeader–member exchangeen_US
dc.subjectOrganizational citizenship behavioren_US
dc.subjectOrganizational silenceen_US
dc.subjectRelational identityen_US
dc.subjectTrusten_US
dc.titleLeadership Development: Exploring Relational Leadership Implications in Healthcare Organizationsen_US
dc.typeArticleen_US
dc.identifier.doi10.3390/ijerph192315971en_US
dc.identifier.scopus2-s2.0-85143723542-
dcterms.accessRights1en_US
dc.relation.deptDepartment of Business Administrationen_US
dc.relation.facultySchool of Administrative, Economics and Social Sciencesen_US
dc.relation.volume19en_US
dc.relation.issue23en_US
dc.collaborationUniversity of West Attica (UNIWA)en_US
dc.journalsOpen Accessen_US
dc.publicationPeer Revieweden_US
dc.countryGreeceen_US
local.metadatastatusverifieden_US
item.fulltextNo Fulltext-
item.grantfulltextnone-
item.openairetypeArticle-
item.languageiso639-1en-
item.cerifentitytypePublications-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.orcid0000-0003-4246-9627-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
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