Beyond profession: nursing leadership in contemporary healthcare

Sorensen, Roslyn; Iedema, Rick; Severinsson, Elisabeth

doi:10.1111/j.1365-2834.2008.00896.x

Cited by 35 publications

(42 citation statements)

References 44 publications

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“…Negotiating accountability processes across interconnected units based on reporting and reviewing performance requires clinical managers to possess a level of leadership that enables them to both master the technical aspects of performance management as well as to lead change. Our study highlighted the importance of nursing expertise in end-of-life care as well as nurses' disempowered position as part of the multidisciplinary team (Sorensen, Iedema, & Severinsson, 2008). Nurses' capacity 498 R. Sorensen and R. Iedema to manage both the technical and affective communicative aspects of care highlight the importance of nurses' expertise in contributing their professional assessments of patient status, advising on patients' capacity to withstand continuing treatment, and defending their opinions within team-based care.…”

Section: Discussionmentioning

confidence: 95%

End-of-Life Care in an Acute Care Hospital: Linking Policy and Practice

Sorensen

Iedema

2011

Death Studies

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The care of people who die in hospitals is often suboptimal. Involving patients in decisions about their care is seen as one way to improve care outcomes. Federal and state government policymakers in Australia are promoting shared decision making in acute care hospitals as a means to improve the quality of end-of-life care. If policy is to be effective, health care professionals who provide hospital care will need to respond to its patient-centered purpose. Health services will also be called upon to train health care professionals to work with dying people in a more participatory way and to assist them to develop the clinical processes that support shared decision making. Health professionals who manage clinical workplaces become central in reshaping this practice environment by promoting patient-centered care policy objectives and restructuring health service systems to routinely incorporate patient and family preferences about care at key points in the patient's care episode.

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Section: Discussionmentioning

confidence: 95%

End-of-Life Care in an Acute Care Hospital: Linking Policy and Practice

Sorensen

Iedema

2011

Death Studies

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“…Nurses can rightly argue for clinical nursing and other forms of leadership to be embedded within supportive structures within the hospital system (Callaghan & Owen, 2005;Dellve & Wikstrom, 2009;Holm & Severinsson, 2010;Paliadelis et al, 2007;Sorensen et al, 2008;Storr & Trenchard, 2010). However, this will not be entrenched until those with positions of legitimate power and authority believe that authentic, constructive, nursing leadership is in their interests, too (The King's Fund, 2010).…”

Section: Elephants Sleeping Giants the Titanic: Powermentioning

confidence: 97%

“…Within the health system this may also be the case. However, the recent surge of interest in nursing leadership is likely to be related to a greater recognition that nurses are often marginalised or omitted from key decision-making forums (Barker & Buchanan-Barker, 2005;Sorensen et al, 2008), along with a critical awareness of multiple responsibilities and contradictory expectations passing down the hierarchy (Paterson et al, 2010).…”

Section: Explorations Of Recent Leadership Conceptualisationsmentioning

confidence: 97%

Leadership and Mental Health Nursing

Cleary

Horsfall

Deacon

et al. 2011

Issues in Mental Health Nursing

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This discussion paper argues for the critical importance of successful leadership for effective mental health nursing, observing that nursing leadership has long been regarded problematically by the profession. Using empirical and theoretical evidence we debate what leadership styles and strategies are most likely to result in effective, recovery-orientated mental health nursing. Models of transformational and distributed leadership are found to be highly congruent with mental health nursing values, yet the literature suggests it is a type of leadership more often desired than experienced. We note how the scholarly literature tends to ignore the "elephant in the room" that is organizational power, and we question whether transformational leadership pursued within a specific clinical context can influence beyond those confines. Nevertheless it is within these contexts that consumers experience nursing, effective or otherwise, thus we should advocate what is known about effective leadership wherever it is required.

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“…These health care workplaces are far from simple environments with multi-disciplinary influences, discontinuous change and multiple priorities ranging from governance to care provision. Multidisciplinary factors in particular have been noted as a barrier to nurses achieving consistent clinical leadership within Australian acute health care settings (Sorensen, Iedema, & Severinsson, 2008). However, nursing culture and historical practices can also be identified as being problematic.…”

Section: Overview Of Nursing Leadership In Australiamentioning

confidence: 99%