Abandoning Blue-Collar Management

Porter-OʼGrady, Tim

doi:10.1097/naq.0000000000000578

Cited by 4 publications

(3 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Within our focus groups, it became evident that board members often positioned themselves as detached from the nursing crisis positioning process. They frequently asked questions and offered suggestions to assist nurses, reflecting what Porter‐O'Grady (2023) terms “parentalism” in nursing—a stark contrast to nursing's professional aspirations. This gap between perception and practice is perpetuated by the language, infrastructure, and overall dynamics within boards, management, and also within nursing.…”

Section: Discussionmentioning

confidence: 99%

“…The role of board members is crucial in crisis positioning due to their central, oversight, and hierarchical position. However, board members enact a “parentalistic” (Porter‐O'Grady, 2023) distance to the process of the positioning of nursing in crisis. In their talk, board members seem to disregard the interdependency they too have on nurses, and nurses let them.…”

Section: Discussionmentioning

confidence: 99%

“…Furthermore, this individualistic focus on nursing leadership (Porter‐O'Grady, 2023) contrasts with the relational turn in leadership literature (McCauley & Palus, 2021; Uhl‐Bien & Ospina, 2012). More collectivistic and relational leadership approaches, such as shared, distributed, or leadership‐as‐practice (Ospina et al, 2020) centralize social interactions in, by, and between individuals and organizational groups (Denis et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Board talk: How members of executive hospital boards influence the positioning of nursing in crisis through talk

Verhoeven,

Marres,

van de Loo

et al. 2023

Nursing Inquiry

View full text Add to dashboard Cite

Talk by members of executive hospital boards influences the organizational positioning of nurses. Talk is a relational leadership practice. Using a qualitative‐interpretive design we organized focus group meetings wherein members of executive hospital boards (7), nurses (14), physicians (7), and managers (6), from 15 Dutch hospitals, discussed the organizational positioning of nursing during COVID crisis. We found that members of executive hospital boards consider the positioning of nursing in crisis a task of nurses themselves and not as a collective, interdependent, and/or specific board responsibility. Furthermore, members of executive hospital boards talk about the nursing profession as (1) more practical than strategic, (2) ambiguous in positioning, and (3) distinctive from the medical profession. Such talk seemingly contrasts with the notion of interdependence that highlights how actors depend on each other in interaction. Interdependence is central to collaboration in hospital crises. In this paper, therefore, we depart from the members of executive hospital boards as leader and “positioner,” and focus on talk—as a discursive leadership practice—to illuminate leadership and governance in hospitals in crisis, as social, interdependent processes.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%