Literatura Internacional

Aasland, M., Skogstad, A., Notelaers, G., Nielsen, M. B., y Einarsen, S. (2010). The prevalence of destructive leadership  behaviour. British Journal of Management, 21(2), 438–452. https://doi.org/10.1111/j.1467-8551.2009.00672.x

Einarsen, S., Aasland, M. S. & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The leadership quarterly, 18(3), 207-216. https://doi.org/10.1016/j.leaqua.2007.03.002

Einarsen, S., Skogstad, A. and Glasø, L. (2012). When Leaders are Bullies: Concepts, Antecedents,and Consequences. The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development.

Einarsen, S., Skogstad, A., y Aasland, M. (2010). The nature, prevalence, and outcomes of destructive leadership:  A behavioral and conglomerate approach. In Schyns, B. & Hansbrough, T. (Eds.), When leadership goes wrong:  Destructive leadership, mistakes, and ethical failures (pp. 145–171). IAP Information Age Publishing.

Einarsen, S.; Aasland, M. & and Skogstad, A. (2018). When leaders are toxic: The prevalence and nature of destructive forms of leadership behaviour. In Burke, R.J., & Cooper, C.L. (Eds.). (2018). Violence and Abuse In and Around Organisations (1st ed.). Routledge. https://doi.org/10.4324/9781315194868

Krasikova, D. V., Green, S. G. & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration, and future research agenda. Journal of management, 39(5), 1308-1338. https://doi.org/10.1177/0149206312471388

Lundmark, R., Nielsen, K., Hasson, H., von Thiele Schwarz, U. and Tafvelin, S. (2020). «No leader is an island: contextual antecedents to line managers’ constructive and destructive leadership during an organizational intervention», International Journal of Workplace Health Management, Vol. 13 No. 2, pp. 173-188. https://doi.org/10.1108/IJWHM-05-2019-0065

Mackey, J., Ellen III, B., McAllister, C. y Alexander, K. (2021). The dark side of leadership: A systematic literature review and meta-analysis of destructive leadership research. Journal of Business Research, 132, 705-718. https://doi.org/10.1016/j.jbusres.2020.10.037

Schyns y T. Hansbrough (2010). When leadership goes wrong:  Destructive leadership, mistakes, and ethical failures. IAP Information Age Publishing.

Schyns, B. y Schilling, J. (2012). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158. https://doi.org/10.1016/j.leaqua.2012.09.001

Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S. & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of occupational health psychology, 12(1), 80. https://psycnet.apa.org/doi/10.1037/1076-8998.12.1.80

Skogstad, A.; Birkeland, M. Nielsen, K. and Einarsen, S. (2017). Destructive Forms of Leadership and Their Relationships with Employee Well‐Being. In Kelloway, K. Nielsen, K. & Dimoff, J. (Eds.) (2017). Leading to Occupational Health and Safety: How Leadership Behaviours Impact Organizational Safety and Well-Being. John Wiley & Sons, Ltd.

Al-Sawai, A. (2013). Leadership of healthcare professionals: Where do we stand? Oman Medical Journal, 28(4), 285– 287. https://doi.org/10.5001/omj.2013.79

Belrhiti, Z., Giralt, A. N., y Marchal, B. (2018, December 1). Complex leadership in healthcare: A scoping review.  International Journal of Health Policy and Management, 7(12), 1073–1084.  https://doi.org/10.15171/ijhpm.2018.75

Cummings GG, MacGregor T, Davey M, Lee H, Wong CA, Lo E, Muise M, Stafford E. Leadership styles and outcome  patterns for the nursing workforce and work environment: a systematic review. Int J Nurs Stud. 2010;47(3):363- 85. doi: 10.1016/j.ijnurstu.2009.08.006 » https://doi.org/10.1016/j.ijnurstu.2009.08.006

Daly, J., Jackson, D., Mannix, J., Davidson, P. M., y Hutchinson, M. (2014). The importance of clinical leadership in the  hospital setting. Journal of Healthcare Leadership, 6, 75–83. https://doi.org/10.2147/JHL.S46161

Edmonstone, J. (2009). Clinical leadership: The elephant in the room. International Journal of Health Planning and  Management, 24(4), 290–305. https://doi.org/10.1002/hpm.959

Figueroa, C. A., Harrison, R., Chauhan, A., y Meyer, L. (2019, April 24). Priorities and challenges for health leadership  and workforce management globally: A rapid review. BMC Health Services Research, 19(1), 1–11.  https://doi.org/10.1186/s12913-019-4080-7

Kumar, R. D. C., y Khiljee, N. (2016). Leadership in healthcare. Anaesthesia and Intensive Care Medicine, 17(1), 63– 65. https://doi.org/10.1016/j.mpaic.2015.10.012

Lega, F., Prenestini, A., y Rosso, M. (2017, May 1). Leadership research in healthcare: A realist review. Health Services  Management Research, 30(2), 94–104. https://doi.org/10.1177/0951484817708915

McDonagh, K. J., Bobrowski, P., Hoss, M. A. K., Paris, N. M., y Schulte, M. (2014). The Leadership Gap: Ensuring  Effective Healthcare Leadership Requires Inclusion of Women at the Top. Open Journal of Leadership, 03(02),  20–29. https://doi.org/10.4236/ojl.2014.32003

Okpala, P. (2020). Addressing power dynamics in interprofessional health care teams. International Journal of  Healthcare Management. https://doi.org/10.1080/20479700.2020.1758894

Xu, J.-H. (2017). Leadership theory in clinical practice. Chinese Nursing Research, 4(4), 155–157.  https://doi.org/10.1016/j.cnre.2017.10.001

Barling, J. & Frone, M. R. (2017). If only my leader would just do something! Passive leadership undermines employee well‐being through role stressors and psychological resource depletion. Stress and Health, 33(3), 211-222. https://doi.org/10.1002/smi.2697

Harvey, S.; Modini, M.;  Joyce, S.; Milligan-Saville, L.; Tan, L.; Mykletun, A.; Bryant, R.; Christensen, H. & Mitchell, P. (2017). Can work make you mentally ill? A systematic meta-review of work-related risk factors for common mental health problems. https://doi.org/10.1136/oemed-2016-104015

Kessler, R. C., Andrews, G., Colpe, L. J., Hiripi, E., Mroczek, D. K., Normand, S. L. T., Walters, E. E., y Zaslavsky, A.  M. (2002). Short screening scales to monitor population prevalences and trends in non-specific psychological  distress. Psychological Medicine, 32(6), 959–976. https://doi.org/10.1017/s0033291702006074

Lenga, M., Cortese, C. G., y Ghislieri, C. (2019). Unsustainable working conditions: The association of destructive  leadership, use of technology, and workload with workaholism and exhaustion. Sustainability , 11(2).  https://doi.org/10.3390/su11020446

Mackey, J., McAllister, C., Maher, L. y Wang, G. (2018). Leaders and followers behaving badly: A meta‐analytic examination of curvilinear relationships between destructive leadership and followers’ workplace behaviors. Personnel Psychology, 72(1), 3-47. https://doi.org/10.1111/peps.12286

Madsen, I. E. H., Hanson, L. L. M., Rugulies, R., Theorell, T., Burr, H., Diderichsen, F., y Westerlund, H. (2014). Does good leadership buffer effects of high emotional demands at work on risk of antidepressant treatment? A prospective study from two Nordic countries. Social Psychiatry and Psychiatric Epidemiology, 49(8), 1209–1218.  https://doi.org/10.1007/s00127-014-0836-x

Nielsen, M. B., Matthiesen, S. B., y Einarsen, S. (2005). Leadership and interpersonal conflicts: Symptoms of posttraumatic stress among targets of bullying from supervisors. Nordisk Psykologi, 57(4), 391–415.  https://doi.org/10.1080/00291463.2005.10637381

Skakon, J., Nielsen, K., Borg, V., y Guzman, J. (2010). Are leaders’ well-being, behaviours and style associated with  the affective well-being of their employees? A systematic review of three decades of research. Work and Stress,  24 (2), 107–139. https://doi.org/10.1080/02678373.2010.495262

Stordeur, S., D’hoore, W., y Vandenberghe, C. (2001). Leadership, organizational stress, and emotional exhaustion  among hospital nursing staff. Journal of Advanced Nursing, 35(4), 533–542. https://doi.org/10.1046/j.1365- 2648.2001.01885.x

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