Complexity, leadership, and management in healthcare organisations

By P. E. Plsek, T. Wilson. British medical journal, 2001

652 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Emergency Medical Services, Public Health, Environmental and Occupational Health

View Paper: https://www.semanticscholar.org/paper/3a3aa644c90d8defbbd9bb4eb9d1502abf0dd2ac

Citations in the corpus

• A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts (2012, neutral): “Leadership is a skill used to influence followers in an organization to work enthusiastically towards goals specifically identified for the common good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).”
• Fostering implementation of health services research findings into practice: a consolidated framework for advancing implementation science (2009, neutral): “Complexity theory posits that relationships between individuals may be more important than individual attributes [45], and building these relationships can positively influence implementation [46].”
• Studying complexity in health services research: desperately seeking an overdue paradigm shift (2018, neutral): “In 2001, Plsek and Greenhalgh edited a series of articles in the British Medical Journal, introducing the topic of complexity [1] and applied complexity principles to clinical care [2], leadership and management [3] and lifelong learning [4].”