Enhancing Nursing Leadership in Long-Term Care: A Review of the Literature

Harvath, Theresa A.; Swafford, Kristen; Smith, Kathryn A.; Miller, Lyndsey M.; Volpin, Miriam; Sexson, Kathryn; White, Diana L.; Young, Heather A.

doi:10.3928/19404921-20080701-05

Cited by 15 publications

(19 citation statements)

References 21 publications

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“…The results pointed out an urgent need of RNsÕ competence development and training programmes in leadership, to create high-quality care and sustainable solutions, as pointed out by Harvath et al (2008) and Ohlsson (2009). There is also a need for management and leadership interventions in the form of coaching and clinical supervision to influence the RNsÕ possibilities to improve care quality (Alleyne & Jumaa 2007).…”

Section: Discussionmentioning

confidence: 84%

To lead and to be led in municipal elderly care in Sweden as perceived by registered nurses

Josefsson

Hansson

2011

Journal of Nursing Management

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Section: Discussionmentioning

confidence: 84%

To lead and to be led in municipal elderly care in Sweden as perceived by registered nurses

Josefsson

Hansson

2011

Journal of Nursing Management

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“…Easily accessible, concise, and uncomplicated QI models and easy-to-use evidence-based resources are still needed for improving pain practices in nursing homes. Nurses can contribute significantly to ongoing QI activities 5 and should assume leadership roles in such efforts. 4,6,7,9 Most nursing homes need education and mentoring in the following critical areas: pain assessment and management, QI processes related to pain care improvements, team building, collaborative decision-making, and assessing and solving systemlevel problems.…”

Section: Discussionmentioning

confidence: 99%

“…The recent literature suggests that strengthening nursing roles may be a valuable means of improving overall care. [4][5][6][7][8][9] For this reason, there was interest in identifying the key knowledge and skills that nurses in leadership positions need to achieve improvements in nursing home pain practices.…”

mentioning

confidence: 99%

Improving the Process of Pain Care in Nursing Homes: A Literature Synthesis

Swafford

Miller

Tsai

et al. 2009

J American Geriatrics Society

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Regulatory agencies, researchers, and clinicians have identified improving pain assessment and management in nursing homes as a high priority, but there is no consensus regarding the best strategies to change pain management practices in nursing homes. The goal of this article is to present a synthesis of published literature of process-level pain management improvement projects in nursing homes and identify and describe the role and necessary skills of various clinicians and nursing leaders in successful interventions. This literature synthesis is limited to research in nursing homes. Reports of research or reports of evaluation of quality improvement programs and descriptions of process interventions that targeted pain assessment and management were reviewed. Studies that focused primarily on the efficacy of pain treatment (e.g., analgesic trials or nonpharmacological therapies) were excluded. Of the original 472 articles, 53 were kept for a full text review. Of these, 10 were included in the final synthesis. Findings from this synthesis suggest that pain management practices may improve with the adoption of systematic implementation models, clinical decision-making algorithms, an interdisciplinary approach, continuous evaluation of outcomes, and use of on-site resource consultants. Clinician leaders in nursing homes require adept pain assessment and management skills and working knowledge of organizational change practices, including quality improvement processes, team building, collaborative decision-making, and assessing and solving system-level problems.

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“…(2002, p. 215) states, ‘management and leadership are pivotal to staff satisfaction’. Knowledge about what kind of leadership styles and behaviours that are associated with job satisfaction in nursing homes and how influential the different styles are is however limited (Harvath et al. 2008).…”

Section: Introductionmentioning

confidence: 99%