Impact of clinical leadership development on the clinical leader, nursing team and care-giving process: a case study

Casterlé, Bernadette Dierckx de; Willemse, An; Verschueren, Marc; Milisen, Koen

doi:10.1111/j.1365-2834.2008.00930.x

Cited by 55 publications

(74 citation statements)

References 24 publications

(49 reference statements)

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“…The first factor, effective nursing leadership, is said to exist when high-level nursing administrators and mid-level nurse managers encourage RNs and licensed support staff to communicate openly about the understandings and misunderstandings encountered during mundane care-giving activities, to engage in collective problem identification and resolution, and to strive continuously to build collaborative teamwork practices [33, 35, 36]. Moreover, inclusive nursing leadership is indicated by the consistent presence of nurse managers at the unit level, coupled with a demonstration of patience, empathetic listening and respect for the entrenched habits of the frontline nursing-support staff, as well as managerial skill in allocating equitable workloads among the nursing staff [6, 37–39].…”

Section: Literature Reviewmentioning

confidence: 99%

Voices That Care: Licensed Practical Nurses and the Emotional Labour Underpinning Their Collaborative Interactions with Registered Nurses

Truc

Alderson²,

Nadon³

et al. 2011

Nursing Research and Practice

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Recognizing the emotional labour underlying interprofessional collaborations (IPCs) could be considered a crucial step towards building a cohesive nursing team. Although IPCs between registered nurses (RNs) and licensed practical nurses (LPNs) have been linked to quality nursing care, little is known about the emotions experienced by LPNs during their interactions with RNs or those factors that influence IPCs. A questionnaire administered to 309 LPNs found that (1) the professional identity of LPNs has evolved into a that of a unique social group; (2) LPNs define IPC as an interpersonal process of exploring similar or dissimilar assessments of a patient's status with RNs and, together, establishing a course of nursing actions; (3) the primary organizational factor facilitating IPCs is inclusive nursing leadership; (4) the interpersonal factor promoting IPCs is the level of trust RNs extend to LPNs; and (5) an LPN's emotional labour (i.e., internal emotional regulation) is most tangible during uncollaborative interactions with RNs.

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Section: Literature Reviewmentioning

confidence: 99%

Voices That Care: Licensed Practical Nurses and the Emotional Labour Underpinning Their Collaborative Interactions with Registered Nurses

Truc

Alderson²,

Nadon³

et al. 2011

Nursing Research and Practice

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“…The roles of clinical leaders have been specified (Cook 2001a,b, Davidson et al. 2006), and their impact on care outlined (Dierckx de Casterlé et al. 2008, Hix et al.…”

Section: Introductionmentioning

confidence: 99%

“…Leadership development takes time (Hartley & Hinksman 2003) and involves sustained interaction between the clinical leader and coworkers (Dierckx de Casterlé et al. 2008).…”

Section: Introductionmentioning

confidence: 99%

Nurses’ and midwives’ clinical leadership development needs: A mixed methods study

Casey

McNamara

Fealy

et al. 2011

Journal of Advanced Nursing

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casey m., mcnamara m., fealy g. & geraghty r. (2011) Nurses’ and midwives’ clinical leadership development needs: a mixed methods study. Journal of Advanced Nursing67(7), 1502–1513. Abstract Aim. This paper is a report of a descriptive study of nurses’ and midwives’ clinical leadership development needs. Background. Nurses and midwives are expected to fulfil a leadership role at all levels, yet efforts to strategically support them are often unfocused. An analysis of clinical leadership development needs can provide the foundation for leadership initiatives to support staff. Method. A mixed methods design was used. A questionnaire was sent to 911 nurses and midwives and 22 focus groups comprising 184 participants were conducted. Data were collected between March and June 2009 across all promotional grades of nurses and midwives in Ireland. Repeated measures anova with Greenhouse–Geisser adjustment was used for post hoc pair wise comparisons of the subscale dimensions of clinical leadership. anova with Tukey’s post hoc method was used for comparison between grades on each individual subscale. Thematic analysis was undertaken on the focus group data. Results. Results reveal that needs related to development of the profession were the highest for all grades. The staff grade expressed a higher need in relation to ‘managing clinical area’, ‘managing the patient care’ and ‘skills for clinical leadership’ than managers. Qualitative analysis yielded five themes; (1) clinical leadership and leaders from a nursing and midwifery perspective; (2) quality service from a nursing and midwifery perspective; (3) clinical leaders’ roles and functions; (4) capital and (5) competences for clinical leaders and leadership and the context of clinical leadership. Conclusion. Clinical leadership concerns quality, safety and effectiveness. Nurses and midwives are ideally placed to offer the clinical leadership that is required to ensure these patient care outcomes. Development initiatives must address the leader and leadership competencies to support staff.

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“…7 Investing in the professional development of NUMs is one way of supporting leadership development, particularly person-centered leadership. Internationally, there is a growing body of literature discussing leadership development in health care organizations; 14 however, there is a paucity of literature related specifically to NUM leadership development programs (LDPs). Therefore, there is little information to inform the ongoing development of nursing managers to support their role as the lynchpin in our health care units.…”

Section: Introductionmentioning

confidence: 99%

“…12,13 Leadership can be learned and is a continual journey where reflection and evaluation are integral. 8,14 Nursing unit managers (NUMs) manage patient flow and staff issues in their designated departments, wards, or units. This role has been identified as integral to safe care and seamless service delivery.…”

Section: Introductionmentioning

confidence: 99%

Leadership development: an essential ingredient in supporting nursing unit managers

Wilson¹,

Paterson²,

Kornman³

2013

JHL

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Impact of clinical leadership development on the clinical leader, nursing team and care-giving process: a case study

Cited by 55 publications

References 24 publications

Voices That Care: Licensed Practical Nurses and the Emotional Labour Underpinning Their Collaborative Interactions with Registered Nurses

Voices That Care: Licensed Practical Nurses and the Emotional Labour Underpinning Their Collaborative Interactions with Registered Nurses

Nurses’ and midwives’ clinical leadership development needs: A mixed methods study

Leadership development: an essential ingredient in supporting nursing unit managers

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