LeggatSBartramTStantonP. Exploring the lack of progress in improving patient safety in Australian hospitals. Health Services Management Research2008; 21: 32–39.
2.
FedericoFBonacumD. Strengthening the core. Middle managers play a vital role in improving safety. Healthcare Executive2010; 25(1)68–70.
3.
DicksonG. The LEADS in a Caring Environment Leadership Capability Framework: Building leadership capacity in Canada to lead systems transformation in health. Available at: 〈http://www.cchl-ccls.ca/default_nl-09.asp?active_page_id=6078〉; 2010 Retrieved 12.12.11.
GibsonJL. Organizational ethics: No longer the elephant in the room. Healthcare management Forum2012; 25(1)37–39.
6.
DelleveLWikstromE. Managing complex workplace stress in health care organizations: Leader's perceived legitimacy conflicts. Journal of Nursing Management2009; 17: 931–941.
7.
CurrieD. Middle and frontline managers leading patient safety: Guided by 'LEADS in a Caring Environment’, unpublished.
8.
WatersonP. A critical review of the systems approach within patient safety research. Ergonomics2009; 52(10)1185–1195.
9.
KerfootK. Patient satisfaction and high-reliability organizations: What is the connection. Dermatology Nursing, 202008; 20(2)155–156.
10.
RileyW. High reliability and implications for nursing leaders. Journal of Nursing Management2009; 17: 238–246.
11.
ClementsDDaultMPriestA. Effective teamwork in healthcare: Research and reality. Healthcare Papers2007; 7: 726–734.
12.
Agency for Healthcare Research and Quality. Becoming a high reliability organization: Operational advice for hospital leaders. Available at: 〈http://www.ahrq.gov/qual/hroadvice/hroadvice.pdf〉; 2008. Retrieved 12.12.11.
13.
OvretveitJ. Improvement leaders: What do they and should they do? A summary of a review of research. Quality Safe Health Care2010; 19: 490–492.
