Building Healthcare Leadership Capacity: Strategy, Insights and Reflections

Scott, Julia; Simpson, Beverley; Skelton-Green, Judith; Munro, Sue

doi:10.12927/cjnl.2019.25760

Cited by 2 publications

(3 citation statements)

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“…18 Well-honed decision-making skills are most effectively developed in a supportive and change-welcoming environment defined by open communication and collaborative relationships. 19 For many, the spectrum of current challenges have proven "career-defining" for the professional development of nurse leaders through professional acceptance as well-equipped and fully integrated peer collaborators across multidisciplinary organizations and agencies confronted by a poorly defined global crisis. 20 Creating Organizational Cultures That Permeate Health Care Quality and Safety Many methods can help build a productive and inclusive professional culture, but successful nurse leaders never miss an opportunity to elevate their staff as patient advocates and quality champions.…”

Section: Developing Expert Decision-making Skills Rooted In Empirical...mentioning

confidence: 99%

“…T he coronavirus disease 2019 (COVID- 19) pandemic overwhelmed health systems globally and compelled leaders to restructure health care operations and services to sustain the regular cadence of sick and injured patients and meet additional care requirements during critical surges of patients with COVID-19. 1 The pandemic response caused an unprecedented global upheaval of routine care and standard procedures.…”

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confidence: 99%

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Nursing Leadership and COVID-19:

Wymer¹,

Stucky²,

Jong

2021

Nurse Leader

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The COVID-19 pandemic overwhelmed healthcare systems and exposed major gaps in preparedness and response plans. The crisis challenged nurse leaders to develop and implement novel care delivery plans while preventing disease transmission to patients and staff. COVID-19 required nurse leaders to make decisions in an environment of conflicting data and directives. The authors share essential nurse leader competencies vital to the development and support of thriving nurse leaders. As crises persist and future challenges arise, nurse leaders can leverage these essential competencies to successfully drive engagement, lead ahead of consensus, and define the shadows of limited, incomplete, and conflicting data.

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Section: Developing Expert Decision-making Skills Rooted In Empirical...mentioning

confidence: 99%

mentioning

confidence: 99%

Nursing Leadership and COVID-19:

Wymer¹,

Stucky²,

Jong

2021

Nurse Leader

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“…[24] Training is required to develop the insights and tools to lead effectively in 'volatile, uncertain, complex and ambiguous situations. [23,41] Considering context, a lack of professional partnership and interprofessional engagement undermine the ability to contribute to strategic and operational elements of health care planning and service provision. [39] All clinicians, including allied health professions need to be viewed as equals rather than through a hierarchical perspective.…”

Section: Barriers and Enablersmentioning

confidence: 99%

The Future of Allied Health leadership in New Zealand-Aotearoa: A literature review

George

Webster²

2021

APJHM

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Background: The allied heath, scientific and technical (allied health) workforce is the second largest workforce in New Zealand, providing diagnostic, therapeutic and preventative services. Increasingly consumers present with complex conditions requiring multiprofessional integrated services and a legacy of profession-focused leadership development is being challenged. [1] Future health and disability systems require leaders prepared to lead complex services, less focussed on their professional background and more on understanding their interprofessional services. [2, 3] The Allied health workforce is well placed to lead these systems, providing interprofessional experience, a biopsychosocial lens and collaborative models of practice. Aim: To provide an understanding of the literature and research available that addresses the leadership of healthcare services by allied health clinicians. Methodology: An initial database review was completed using a systematic approach, across CINAHL complete; EBSCO Business; Medline; and EBSCO Health databases from March 2020 to September 2020. An expanded search used Google Scholar and NZ, UK and Australian based government websites to access institutional documents, such as policies, reviews and reports. Results: The review identified an emerging pool of research on allied health leadership in Australia and the UK but a paucity of literature on allied health leadership in New Zealand. Three themes were identified and explored within the article: health leadership frameworks, current state and barriers and enablers identified. Conclusions: Literature advocates for a broader scope of clinicians into strategic leadership roles. Despite evidence of strategic allied health roles in New Zealand there remains a dearth of literature on allied health leadership. To foster and sustain the development of allied health leaders in New Zealand it is important to understand the enablers that impact this process.

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Building Healthcare Leadership Capacity: Strategy, Insights and Reflections

Cited by 2 publications

References 0 publications

Nursing Leadership and COVID-19:

Nursing Leadership and COVID-19:

The Future of Allied Health leadership in New Zealand-Aotearoa: A literature review

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