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A demand for high quality care has drawn attention to leadership issues. The nurse managing role has changed over the years and become more complex with a high burden of work. Few studies describe the perspective of 'those being lead'. The aim of this study was to describe staff conceptions about nursing leadership on an intensive care unit. Ten members of staff were interviewed and analysed according to a phenomenographical approach, focusing variations in how informants experience nursing leadership and make sense of the world around them. The findings show that nursing leadership was considered to be 'being present and available in daily work', 'supporting everyday practice', 'facilitating professional acknowledgement' and to 'improve care both as individuals and as a team'. Transformational leadership seemed to be suitable to meet the staff perspective. In such leadership communicative skills is a core to work with strong professionals by being present and available.

Nurses must pay attention to teenager altered lives when a parent receives treatment for cancer. The aim of this study was to describe female teenagers' experiences of losing a parent to cancer. Blogs written by girls (13-19 years) were utilized and analyzed from a qualitative perspective. Four categories were highlighted from the analysis: sadness, fear, anger, and comfort. Blogs served as a tool for gathering strength for teenagers in their difficult circumstances. The results show that female teenagers need information and support through their parent's end-of-life care to be able to move on after the traumatic experience. Support needs to be in line with the children's individual needs.

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This study highlights alternative modes of funding elderly care. The economical perspectives should not dominate without taking care of quality improvement when the operation of elderly care is planned and implemented. Strategies such as a learning organisational structure built on person-centred care could create quality improvement in elderly care.

Person-centred care is an up-and-coming care model for reducing fragmentation in healthcare by using the core component partnership between patients and care providers. Therefore, it is important to develop knowledge of the implementation processes. The overall aim of this qualitative study was to describe managers' experiences of the implementation of person-centred care. This paper provides an example of how person-centred care was implemented in the medical department of a hospital in the western part of Sweden. The study comprised eight interviews with firstline managers, and the data were analysed using qualitative content analysis. The results formed three categories, structured approach -to be organized; care planning -to be continued and teamwork -to be together, that describe the implementation of person-centred care from philosophy to practice application. Managerial skills of first-line managers are key components to developing a structured approach that improves and develops person-centred care, i.e. work together towards the mutual care plan. Continuous cooperation within and across organizational boundaries is needed (synergy effect) to decrease high working load when person-centred care is implemented to improve quality of care.

The results of this study could help other organizations implement quality registries or other change processes, for example new guidelines and treatment. Strategies concerning organizational structure and committed leadership could increase the usefulness of knowledge systems on all levels, which could enable continuous learning and quality improvement in health care.