Clinical leadership for general practice nurses, part 1: Perceived needs

Abstract

As UK primary care undergoes rapid change, general practice nurses face great challenges in providing quality care in a cost-contained environment. These challenges require the application of clinical leadership. Aim: To describe the concept of clinical leadership from a general practice nurse's perspective and determine nurses' clinical leadership needs. Methods: A small qualitative study (n=12) adopting a phenomenological approach and using one-to-one, in-depth interviews. Findings (to be presented in three articles). Part 1: The perceived skills and attributes of clinical leaders were similar to those identified in previous studies with the exception of ‘political astuteness’ and ‘strategic influencing’. In parts 2 and 3, the factors influencing the development of leadership skills and the leadership mechanisms used by practice nurses will be explored.

Exploring competencies: a qualitative study of Chinese nurse managers

“…), from which competency categories have emerged, including interpersonal effectiveness, caring and systems thinking; personal mastery, financial management and human resource management; and empowerment and motivation. Burns () proposed the competencies of political astuteness and strategic influencing through a phenomenology approach. Kang et al .…”

“…The competencies of nurse managers that have emerged from these alternative models are more detailed and more suitable for the clinic and subspecialty field than those of the iceberg model; however, the content of these models vary across different geographical areas and political systems (Stanley , Sherman et al . , Burns , Kang et al . , ).…”

“…Two groundedtheory projects have been conducted (Stanley 2006, Sherman et al 2007, from which competency categories have emerged, including interpersonal effectiveness, caring and systems thinking; personal mastery, financial management and human resource management; and empowerment and motivation. Burns (2009) proposed the competencies of political astuteness and strategic influencing through a phenomenology approach. Kang et al (2012) indicated the importance of research capability, time management and executive power, showing significant correlations across all managerial competencies.…”

Preliminary clinical nursing leadership competency model: A qualitative study from Thailand

“…Competency is defined as the ability to perform a job properly (Spencer & Spencer, 1993). Two grounded theory studies (Cook & Leathard, 2004; Stanley, 2006), and one phenomenological study (Burns, 2009) investigated the attributes and skills of clinical nurse leadership in the UK and Australia, respectively. These studies proposed the attributes of effective clinical nurse leaders to be creativity, highlighting, influencing, supporting (Cook & Leathard, 2004), and respecting (Cook & Leathard, 2004; Burns, 2009), and being dynamic, visioning, approachable, and non‐judgmental (Burns, 2009).…”

“…Two grounded theory studies (Cook & Leathard, 2004; Stanley, 2006), and one phenomenological study (Burns, 2009) investigated the attributes and skills of clinical nurse leadership in the UK and Australia, respectively. These studies proposed the attributes of effective clinical nurse leaders to be creativity, highlighting, influencing, supporting (Cook & Leathard, 2004), and respecting (Cook & Leathard, 2004; Burns, 2009), and being dynamic, visioning, approachable, and non‐judgmental (Burns, 2009). Clinical leaders' skills are also composed of communicating with, empowering, and motivating others, and involve openness and approachability (Stanley, 2006; Burns, 2009), decision‐making, role modeling (Stanley, 2006), knowing one's role, being expert, and a problem solver (Burns, 2009).…”