1.
Goffee, R., Jones, G.: Why Should Anyone Be Led by You?  (cover story). Harvard Business Review. 78, 62–70 (2000).
2.
Goleman, D.: Leadership that gets results. Harvard Business Review. 78, 78–90 (2000).
3.
UCLMS Staff achievements | uclms news, https://uclmsnews.wordpress.com/2015/07/16/uclms-staff-achievements-5/.
4.
Roberts et al., L.M.: How to PLAY to your Strengths. Harvard Business Review. 83, 74–80 (2005).
5.
Personality and Leadership: A Qualitative and Quantitative Review. Journal of Applied Psychology. 87,.
6.
Judge, T.A., Piccolo, R.F., Kosalka, T.: The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly. 20, 855–875 (2009). https://doi.org/10.1016/j.leaqua.2009.09.004.
7.
Kotter, J.P.: Leading Change: Why Transformation Efforts Fail. Harvard Business Review. 85, 96–103 (2007).
8.
Nicholson, N.: How to Motivate Your Problem People. Harvard Business Review. 81, 56–65 (2003).
9.
Alvesson, M.: Leadership studies: From procedure and abstraction to reflexivity and situation. The Leadership Quarterly. 7, 455–485 (1996). https://doi.org/10.1016/S1048-9843(96)90002-8.
10.
Ancona et al., D.: IN PRAISE OF THE INCOMPLETE LEADER. Harvard Business Review. 85, 92–100 (2007).
11.
Elena P Antonacopoulou ; Regina F Bento: METHODS OF ‘LEARNING LEADERSHIP’: TAUGHT AND EXPERIENTIAL, https://ucl-new-primo.hosted.exlibrisgroup.com/primo-explore/fulldisplay?docid=TN_datacite3827825&context=PC&vid=UCL_VU2&lang=en_US&search_scope=CSCOP_UCL&adaptor=primo_central_multiple_fe&tab=local&query=any,contains,Methods%20of%20Learning%20Leadership%20:%20Taught%20and%20Experiential&sortby=rank&offset=0, (2003). https://doi.org/10.13140/2.1.5052.7369.
12.
Bolden, R., Hawkins, B., Gosling, J., Taylor, S.: Exploring leadership: individual, organizational, and societal perspectives. Oxford University Press Inc, New York (2011).
13.
Jim Collins: Good to Great and the Social Sectors: A Monograph to Accompany Good to Great. Random House Business (7)AD.
14.
Fairhurst, G.: Discursive Leadership: In Conversation with Leadership Psychology. SAGE Publications, Inc; 1 edition (5)AD.
15.
Peter Fuda: Leadership Transformed: How Ordinary Managers Become Extraordinary Leaders. Profile Books; Main edition (14)AD.
16.
Goleman, D.: What Makes a Leader? Harvard Business Review. 82, 82–91 (2004).
17.
Grint, K.: Leadership: limits and possibilities. Palgrave Macmillan, Basingstoke (2005).
18.
Grint, K.: The sociology of work: an introduction. Polity Press, Cambridge (1998).
19.
Grint, K.: Leadership: a very short introduction. Oxford University Press, Oxford (2010).
20.
Halligan, A.: The need for an NHS Staff College. Journal of the Royal Society of Medicine. 103, 387–391 (2010). https://doi.org/10.1258/jrsm.2010.100219.
21.
Heifetz, R., Laurie, D.L.: The Work of Leadership. Harvard Business Review. 79, 131–141 (2001).
22.
Heifetz, R.A., Linsky, M.: A Survival Guide for Leaders. Harvard Business Review. 80, 65–74 (2002).
23.
Brad Jackson: A very short, fairly interesting and reasonably cheap book about studying leadership. SAGE, Los Angeles (2011).
24.
Lee, T.H.: Turning Doctors into Leaders. Harvard Business Review. 88, 50–58 (2010).
25.
Petriglieri, G.: Fueling an Appetite for Leadership, https://hbr.org/2010/06/fueling-an-appetite-for-leader.
26.
Porter, M.E., Teisberg, E.O.: How Physicians Can Change the Future of Health Care. JAMA. 297, (2007). https://doi.org/10.1001/jama.297.10.1103.
27.
Schein, Edgar H: THREE CULTURES OF MANAGEMENT: THE KEY TO ORGANIZATIONAL LEARNING. Sloan Management Review. 38,.
28.
Amanda Sinclair: Leadership for the Disillusioned. Allen & Unwin Academic.
29.
Çitaku, F., Violato, C., Beran, T., Donnon, T., Hecker, K., Cawthorpe, D.: Leadership competencies for medical education and healthcare professions: population-based study. BMJ Open. 2, (2012). https://doi.org/10.1136/bmjopen-2012-000812.
30.
Michael Useem: The Leadership Moment. Three Rivers Press, New York.
31.
Storey, J.: Leadership in organizations: current issues and key trends. Routledge, Abingdon, Oxon (2016).
32.
Fairhurst, G.T.: Discursive Leadership. Management Communication Quarterly. 21, 510–521 (2008). https://doi.org/10.1177/0893318907313714.
33.
Yukl, G.A.: Leadership in organizations. Pearson, Upper Saddle River, N.J. (2010).
34.
Grey, C.: A very short, fairly interesting and reasonably cheap book about studying organizations. SAGE, Los Angeles (2013).
35.
Schein, Edgar H: THREE CULTURES OF MANAGEMENT: THE KEY TO ORGANIZATIONAL LEARNING. Sloan Management Review. 38,.
36.
Rogers, E., Medina, U., Rivera, M., Wiley, C.: COMPLEX ADAPTIVE SYSTEMS AND THE DIFFUSION OF INNOVATIONS. The Innovation Journal: The Public Sector Innovation Journal. 10, (2005).
37.
Miller, R.: How do your recognize and cultivate potential innovations?, http://www.olin.edu/sites/default/files/how_do_you_recognize_and_cultivate_potential_innovators_-_may_2011.pdf, (2011).
38.
Rogers, E.M.: Diffusion of innovations. Free Press, New York (2003).
39.
Berwick, D.M.: Disseminating Innovations in Health Care. JAMA. 289, (2003). https://doi.org/10.1001/jama.289.15.1969.
40.
GREENHALGH, T., ROBERT, G., MACFARLANE, F., BATE, P., KYRIAKIDOU, O.: Diffusion of Innovations in Service Organizations: Systematic Review and Recommendations. The Milbank Quarterly. 82, 581–629 (2004). https://doi.org/10.1111/j.0887-378X.2004.00325.x.
41.
Christensen, C.M., Armstrong, E.G.: Disruptive technologies: A credible threat to leading programs in continuing medical education? Journal of Continuing Education in the Health Professions. 18, 69–80 (1998). https://doi.org/10.1002/chp.1340180202.
42.
Christensen, C.M., Overdorf, M.: Meeting the Challenge of Disruptive Change. Harvard Business Review. 78, 66–76 (2000).
43.
Christensen et al., C.M.: Will Disruptive Innovations Cure Health Care? Harvard Business Review. 78, 102–112 (2000).
44.
Christensen, C.M., Grossman, J.H., Hwang, J.: The innovator’s prescription: a disruptive solution for health care. McGraw-Hill, New York (2009).
45.
Dyer, J., Gregersen, H., Christensen, C.: The Innovator’s DNA. Harvard Business Review. 87, 60–67 (2009).
46.
Bowe, C.M., Lahey, L., Kegan, R., Armstrong, E.: Questioning the ‘big assumptions’. Part II: recognizing organizational contradictions that impede institutional change. Medical Education. 37, 723–733 (2003). https://doi.org/10.1046/j.1365-2923.2003.01580.x.
47.
Kotter, J.P.: Leading Change: Why Transformation Efforts Fail. (cover story). Harvard Business Review. 73, 59–67.
48.
Armstrong, E., Parsa-Parsi, R.: How Can Physicians’ Learning Styles Drive Educational Planning? Academic Medicine. 80, 680–684.
49.
Bowe, C.M., Lahey, L., Armstrong, E., Kegan, R.: Questioning the ‘big assumptions’. Part I: addressing personal contradictions that impede professional development. Medical Education. 37, 715–722 (2003). https://doi.org/10.1046/j.1365-2923.2003.01579.x.
50.
Conger, J.A., Kanungo, R.N.: Charismatic leadership in organizations. Sage, Thousand Oaks, Calif (1998).
51.
Collinson, D.: Dialectics of leadership. Human Relations. 58, 1419–1442 (2005). https://doi.org/10.1177/0018726705060902.
52.
Gunn, Bob: Can leadership be taught? Strategic Finance. 82, 14–16.
53.
Aretz, H.T.: Some thoughts about creating healthcare professionals that match what societies need. Medical Teacher. 33, 608–613 (2011). https://doi.org/10.3109/0142159X.2011.590389.
54.
Armstrong, Elizabeth G.;Mackey, Marie;Spear, Steven J.: Medical Education as a Process Management Problem. Academic Medicine. 79,.
55.
Brindis, Ralph G.;Spertus, John: The Role of Academic Medicine in Improving Health Care Quality. Academic Medicine. 81,.
56.
Bregman, P.: Why So Many Leadership Programs Ultimately Fail, https://hbr.org/2013/07/why-so-many-leadership-program.
57.
Parks, S.D.: Leadership can be taught: a bold approach for a complex world. Harvard Business School Press, Boston, Mass (2005).
58.
Day, D.V.: Leadership development: The Leadership Quarterly. 11, 581–613 (2000). https://doi.org/10.1016/S1048-9843(00)00061-8.
59.
Jonathan P. Doh: Can Leadership Be Taught? Perspectives from Management Educators. Academy of Management Learning & Education. 2, 54–67 (2003).
60.
Emanuel, E.J., Fuchs, V.R.: Shortening Medical Training by 30%. JAMA. 307, (2012). https://doi.org/10.1001/jama.2012.292.
61.
Garvin, D.A.: Is Yours a Learning Organization? Harvard Business Review. 86, 109–116 (2008).
62.
Frenk, J., Chen, L., Bhutta, Z.A., Cohen, J., Crisp, N., Evans, T., Fineberg, H., Garcia, P., Ke, Y., Kelley, P., Kistnasamy, B., Meleis, A., Naylor, D., Pablos-Mendez, A., Reddy, S., Scrimshaw, S., Sepulveda, J., Serwadda, D., Zurayk, H.: Health professionals for a new century: transforming education to strengthen health systems in an interdependent world. The Lancet. 376, 1923–1958 (2010). https://doi.org/10.1016/S0140-6736(10)61854-5.
63.
Gordon, D., Christensen, L., Dayrit, M., Dela, F., Karle, H., Mercer, H.: Educating health professionals: the Avicenna project. The Lancet. 371, 966–967 (2008). https://doi.org/10.1016/S0140-6736(08)60431-6.
64.
Petriglieri, G.: Who Can Teach Leadership? Harvard Business School Cases. (2012).
65.
Tannerbaum, N.: Can Leadership Be Taught?, http://execdev.kenan-flagler.unc.edu/blog/can-leadership-be-taught.
66.
Amin, Y., Grewcock, D., Andrews, S., Halligan, A.: Why patients need leaders: introducing a ward safety checklist. Journal of the Royal Society of Medicine. 105, 377–383 (2012). https://doi.org/10.1258/jrsm.2012.120098.
67.
Berwick, D.: A promise to learn - a commitment to act: improving the safety of patients in England. National Advisory Group on the Safety of Patients in England, [S.1.] (2013).
68.
Collins, J.C., Hansen, M.T.: Great by choice: uncertainty, chaos, and luck - why some thrive despite them all. Random House Business Books, London (2011).
69.
Francis, R., Mid Staffordshire NHS Foundation Trust Public Inquiry (Great Britain), Great Britain. Parliament. House of Commons: Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry: executive summary. Stationery Office, London (2013).
70.
Keogh, B.: Review into the Quality of Care and Treatment Provided by 14 Hospital Trusts in England : Overview Report., http://www.nhs.uk/NHSEngland/bruce-keogh-review/Documents/outcomes/keogh-review-final-report.pdf, (2013).
71.
Kennedy, I.: The report of the public inquiry into children’s heart surgery at the Bristol Royal Infirmary 1984-1995: learning from Bristol : Department of Health - Publications, http://webarchive.nationalarchives.gov.uk/+/http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/DH_4005620, (2001).
72.
Mintzberg, H.: Managing. Berrett-Koehler Publishers, San Francisco (2011).
73.
Walker, J., Andrews, S., Grewcock, D., Halligan, A.: Life in the slow lane: making hospitals safer, slowly but surely. Journal of the Royal Society of Medicine. 105, 283–287 (2012). https://doi.org/10.1258/jrsm.2012.120093.
74.
Weick, K.E., Sutcliffe, K.M.: Managing the unexpected: resilient performance in an age of uncertainty. Jossey-Bass, San Francisco (2007).