000			nam a22 4500
999			_c49606 _d49606
003			OSt
005			20180417170301.0
008			180417b xxu||||| |||| 00| 0 eng d
100			_aFranziska, Günzel-Jensen, _931162
245			_a Distributed leadership in health care: The role of formal leadership styles and organizational efficacy
300			_a 110–133 p.
520			_aManagement and health care literature is increasingly preoccupied with leadership as a collective social process, and related leadership concepts such as distributed leadership have therefore recently gained momentum. This paper investigates how formal, i.e. transformational, transactional and empowering, leadership styles affect employees’ perceived agency in distributed leadership, and whether these associations are mediated by employees’ perceived organizational efficacy. Based on large-scale survey data from a study at one of Scandinavia’s largest public hospitals (N = 1,147), our results show that all leadership styles had a significant positive impact on employees’ perceived agency in distributed leadership. Further, organizational efficacy related negatively to employees’ perceived agency in distributed leadership; however, a mediatory impact of this on the formal leadership styles-distributed leadership relationship was not detected. These results emphasize the importance of formal leaders to enhance employee involvement in various leadership functions; still, employees might prefer to participate in leadership functions when they perceive that the organization is struggling to achieve its goals.
653			_aDistributed leadership
653			_aempowering leadership
653			_atransformational leadership
653			_a transactional leadership
653			_ahealth care
653			_aorganizational efficacy
700			_aJain, Ajay K _931163
700			_aKjeldsen, Anne Mette _931164
773	0		_029449 _970295 _aCOLLINSON, DAVID _dNEW DELHI SAGE PUBLICATION PVT. LTD. _o5558640 _tLEADERSHIP _z1742-7150
942			_2ddc _cJA-ARTICLE