A Guide to Empowering Frontline Nurses and Healthcare Clinicians Through Evidence‐Based Innovation Leadership During COVID‐19 and Beyond

Raderstorf, Tim; Barr, Taura L.; Ackerman, Michael H.; Melnyk, Bernadette Mazurek

doi:10.1111/wvn.12451

Cited by 13 publications

(30 citation statements)

References 7 publications

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“…Furthermore, Nylén-Eriksen, Grov, and Bjørnnes (2020) concluded that nursing leaders should cultivate job involvement to increase the retention of nurses. Similarly, Raderstorf et al (2020) claimed that leaders should find ways to increase their presence and accessibility to their nurses. It is important to note that nurses are searching for the leader's accessibility.…”

Section: Discussionmentioning

confidence: 99%

“…Nurse managers should create opportunities for training and learning to inspire resilient and assertive nurses. Likewise, to ensure quality health care, it is essential for leaders to create cultures of wellness and implement evidence-based programs (e.g., skills building and mindfulness programs and gratitude boards; Raderstorf et al, 2020).…”

Section: Implications Of the Studymentioning

confidence: 99%

“…Resilience is described as the process of people adapting well to the adversities they face and staying optimistic about the future (Dzau, Kirch, & Nasca, 2018). Nurses and other healthcare clinicians have suffered from alarming rates of burnout, depression, stress, and compassion fatigue which is why the National Academy of Medicine established the Action Collaborative on Clinician Well-being and Resilience in 2017 (Dzau et al, 2018;Raderstorf, Barr, Ackerman, & Melnyk, 2020).…”

Section: Introductionmentioning

confidence: 99%

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The Relationship Between Transformational Leadership Practices of First‐Line Nurse Managers and Nurses’ Organizational Resilience and Job Involvement: A Structural Equation Model

Abdelaliem

Hashish

2021

Worldviews Ev Based Nurs

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Background: Nurse leaders play a unique role in seeking ways to promote a strong nurse workforce and positive work attitudes and behaviors among nurses to assist in their success. The leadership practice of nurse managers could be an important factor in promoting nurses' organizational resilience and job involvement.Aim: To determine the relationship between transformational leadership practices of first-line nurse managers and nurses' organizational resilience and job involvement.Methods: A descriptive correlational research design was conducted at a Saudi university hospital. The study consisted of 60 nurse managers and 211 nurses. Measures included Leadership Practices Inventory, organizational resilience, and job involvement questionnaires. Results were analyzed using inferential statistics and Structural Equation Modeling.Results: In addition to the positive significant correlation found among the studied variables, First-Line Nurse Managers' Leadership practices accounted for 43% and 40% of the variance of nurses' organizational resilience and job involvement.Linking Evidence to Action: Nurse leaders perform a crucial role in embracing and executing effective strategies through their transformational leadership and managerial caring to support nurses' resilience and job involvement. Shared governance and a respectful working atmosphere that conveys gratitude to nurses are popular strategies that enhance the efficacy of nursing leadership and promote positive work attitudes among nurses.

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Section: Discussionmentioning

confidence: 99%

Section: Implications Of the Studymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Relationship Between Transformational Leadership Practices of First‐Line Nurse Managers and Nurses’ Organizational Resilience and Job Involvement: A Structural Equation Model

Abdelaliem

Hashish

2021

Worldviews Ev Based Nurs

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“…Technological advancements in electronic, online, virtual platforms and social media have added measures to allow rapid communication and education (Wong et al, 2020). This research found various communication platforms useful, including online, virtual and person‐to‐person (Raderstorf et al, 2020). However, despite advancements in technology, recommendations for utilizing social media for crisis communication are ongoing, given limitations in transmission, accessibility and risk reduction (Lin et al, 2016).…”

Section: Discussionmentioning

confidence: 99%

Examining effective communication in nursing practice during COVID‐19: A large‐scale qualitative study

Simonovich

Spurlark

Badowski

et al. 2021

International Nursing Review

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Aim The aim of this study was to conduct a primary examination of the qualitative communication experiences of nurses during the first wave of the COVID‐19 pandemic in the United States. Background Ambiguity in ever‐evolving knowledge on how to provide care during COVID‐19. Remaining safe has created a sense of urgency, which has in turn created the need for organizations to quickly alter their operational plans and protocols to support measures that increase capacity and establish a culture of safe care and clear communication. However, no known study has described communication in nursing practice during COVID‐19. Methods Utilizing qualitative descriptive methodology, semi‐structured interviews were conducted with 100 nurse participants from May to September 2020 and recorded for thematic analysis. The consolidated criteria for reporting qualitative studies (COREQ), a 32‐item checklist, were used to ensure detailed and comprehensive reporting of this qualitative study protocol. Findings Study participants shared descriptions of how effective communication positively impacted patient care and nursing practice experiences during the first wave of the COVID‐19 pandemic. The thematic network analyses identified the importance of effective communication across three levels: (1) organizational leadership, (2) unit leadership and (3) nurse‐to‐nurse communication. Within this structure, three organizing themes, essential to effective communication, were described including (a) presence, (b) education and (c) emotional support. Conclusion Examining existing crisis communication policies and procedures across healthcare organizations is imperative to maintain highly relevant, innovative, and data‐driven policies and strategies that are fundamental to preserving quality patient care and supporting optimal nursing practice. Implications for Nursing Policy and Health Policy Effective communication is critical to support nurses through extended periods of crisis. COVID‐19 represents a unique contemporary challenge to the nursing workforce given the high stress and prolonged strain it has created for both human and healthcare supply resources. There is value in nurses’ presence at local, unit level and organizational leadership levels to convey critical information that directly informs leadership decision‐making during unprecedented emergencies such as the COVID‐19 pandemic.

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“…The effectiveness of clinical leadership education has been questioned as some newly qualified nurses' (NQNs) leadership skills have been found inadequate [3], resulting in high attrition of newly qualified nurses due to lack of confidence in managing clinical situations and decision-making [4]. Healthcare systems are inherently stressful and demanding environments; chronic workforce shortages [5,6] coupled with the demands of the COVID-19 pandemic mean that 21st-century healthcare requires effective leadership for optimal patient outcomes more than ever before [7].…”

Section: Introductionmentioning

confidence: 99%

Does a Nursing Associate Programme Team Work and Leadership Module Make a Difference to Student Nursing Associate Self-reported Leadership Skills? A Mixed-methods Study

Williamson¹,

Maund²,

Knowles³

2021

TONURSJ

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Background: Leadership is an essential element in the skills of healthcare professionals at all levels. This is true for Registered Nurses as well as Nursing Associates, who are registered professionals with a two-year foundation degree programme as role preparation. Objective: This paper reports a study examining potential gains that might accrue from leadership and team-working module in year two of the Nursing Associate Foundation Degree programme at one university in the South West of England. Methods: We conducted a mixed-methods study in the summer of 2020, with a pre- and post-module survey using the Student Leadership Inventory – Self, and a virtual focus group on the video conferencing software Zoom ™. Results: The survey results showed a statistically significant difference between Student Nurse Associates’ scores before and after the module, with a moderate effect size. The virtual focus group confirmed benefits that included growing personal confidence amongst those that attended and that they could identify leadership styles and team dynamics in practice. Conclusion: As effective leadership is associated with patient safety and quality of care, we conclude that not only has this module been effective, but also that such preparation for practice can have important real-world impacts beyond the classroom.

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A Guide to Empowering Frontline Nurses and Healthcare Clinicians Through Evidence‐Based Innovation Leadership During COVID‐19 and Beyond

Cited by 13 publications

References 7 publications

The Relationship Between Transformational Leadership Practices of First‐Line Nurse Managers and Nurses’ Organizational Resilience and Job Involvement: A Structural Equation Model

The Relationship Between Transformational Leadership Practices of First‐Line Nurse Managers and Nurses’ Organizational Resilience and Job Involvement: A Structural Equation Model

Examining effective communication in nursing practice during COVID‐19: A large‐scale qualitative study

Does a Nursing Associate Programme Team Work and Leadership Module Make a Difference to Student Nursing Associate Self-reported Leadership Skills? A Mixed-methods Study

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