Identifying the Best in Nurse Executive Leadership:

Dunham-Taylor, Janne

doi:10.1097/00005110-199507000-00011

Cited by 7 publications

(3 citation statements)

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“…15 Learners are motivated to assume responsibility and selfmonitor the process of gaining new knowledge in areas they believe to have worthwhile outcomes. 15 The stated benefits to self-directed learning are thought to include the development of persistence, independence, self-discipline, self-confidence, and goal-centeredness 16,17 ; however, some would argue those traits were present first, guiding self-direction. 18 Self-directed learning may also result in missed or haphazard learning because individuals simply do not know what they do not know.…”

Section: Discussion Preparationmentioning

confidence: 99%

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Leadership and Management Perspectives from Athletic Health Care Executives

Eberman

Nye

Neil

et al. 2021

Athletic Training Education Journal

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Context In today's health care environment, the need to engage personnel in quality improvement to demonstrate value to patient care is vital. Health care executives are responsible for leading within their organizations, and athletic trainers (ATs), similar to other health care executives, have typically risen to positions of authority without leadership training. Objective To explore the lived experiences of ATs as health care executives, specific to their path to leadership and their role in leading continuous quality improvement. Design Consensual qualitative research. Setting Web-based phone interviews. Patients or Other Participants A total of 20 participants (age = 41 ± 10 years; experience = 18 ± 10 years) indicated they held a position of authority, had personnel management responsibilities, and had influence over organizational change within their health care systems; however, after completing the interviews, we determined that only 17 participants met the inclusion criteria. Data Collection and Analysis The primary investigator completed interviews. We analyzed the data with a 3-person data-analysis team and an internal auditor. Trustworthiness was established through member-checking and multiple-researcher triangulation. Results Participants described various forms of preparation including mentors and both self-directed and required resources that assisted in preparing for their management and leadership roles. Participants described how they influenced personnel, including identifying individualized motivators, establishing goals, and building relationships. Participants explained the culture they hoped to establish, characterized by a growth mindset, transparency, and both self-reflective and systems-level improvement practices. Many of the participants depicted characteristics of strong leaders through an individual growth mindset, embodiment of the behaviors they wanted to see in their personnel, and transformational leadership strategies. Conclusions Athletic health care executive have the responsibility to lead and transform their organizations. However, few in these positions have had formal training to prepare them for the role. ATs seeking health care executive positions should seek formal training to acquire the skills necessary to create organizational change and serve as transformational leaders.

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Section: Discussion Preparationmentioning

confidence: 99%

“…At the completion of data analysis, we conducted a frequency count of the categories. 12 Categories were assigned general if they were identified in all (17) or all but 1 of the cases (16), typical if identified in 9-15 cases, variant if identified in 4-9 cases, and rare if only identified in 3 or fewer cases. 12…”

Section: Data Analysis and Trustworthinessmentioning

confidence: 99%

Leadership and Management Perspectives from Athletic Health Care Executives

Eberman

Nye

Neil

et al. 2021

Athletic Training Education Journal

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“…She conducted the first study between 1986 and 1989 and subsequently published two sets of two papers relating to the first study. The papers (Dunham & Fisher 1990, Dunham & Klafehn 1990) provided the initial results and the second papers in 1995 (Dunham‐Taylor 1995, Dunham‐Taylor & Klafehn 1995) reported a re‐analysis of the data.…”

Section: North American Papersmentioning

confidence: 99%

Nurse executive director effectiveness: a systematic review of the literature

Kirk

2008

J Nurs Manag

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The Impact of Transformational Leadership on Job Satisfaction and Employee Turnover Intentions: A Conceptual Review

Gan

Voon

2021

SHS Web Conf.

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All employees deserve a decent working environment in order to be productive in their work. High employee turnover has adverse effects on economic growth as companies incur additional costs and experience drop in productivity. Hence, identifying the factors that reduce employee turnover intention is in line with Sustainable Development Goals. This review paper aims to improve our understanding of the relationship between transformational leadership style and job satisfaction, and examines their impact on reducing employee turnover intention. The literature review has proved that transformational leadership and job satisfaction greatly influence an employee’s decision to leave or stay with his or her organisation. Based on the literature, this paper also provides recommendations for future research areas that would provide valuable information in helping organisations reduce employee turnover intention, and ultimately employee turnover.

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Identifying the Best in Nurse Executive Leadership:

Cited by 7 publications

References 0 publications

Leadership and Management Perspectives from Athletic Health Care Executives

Leadership and Management Perspectives from Athletic Health Care Executives

Nurse executive director effectiveness: a systematic review of the literature

The Impact of Transformational Leadership on Job Satisfaction and Employee Turnover Intentions: A Conceptual Review

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