Implementation leadership: A concept analysis

Deschênes, Marie-France

doi:10.1111/jonm.12899

Cited by 18 publications

(17 citation statements)

References 48 publications

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“…Previous concept analyses have scrutinized health care leadership, for example, in terms of implementation leadership (Castiglione, 2020 ), transformational leadership (Fischer, 2016 ) and succession planning (Titzer & Shirey, 2013 ). Since research on leadership in this context is limited and developing transforming leadership is currently challenged by rapid digital innovation (Dickson, 2009 ), conceptualizing leadership may provide guidance for service development and future research.…”

Section: Introductionmentioning

confidence: 99%

Leadership in the context of digital health services: A concept analysis

Laukka

Pölkki

Kanste

2022

J Nursing Management

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Aim: To define and clarify the concept of leadership in the context of digital health services using Walker's and Avant's concept analysis model.Background: Conceptualizing leadership in the context of digital health services is needed to deliver higher quality services and advance research.Method: Searches were conducted of MEDLINE (Ovid), Scopus, CINAHL (EBSCO) and ProQuest (ABI/INFORM). Empirical articles were included if they reported attributes, antecedents or consequences of leadership in the study context. A total of 4037 references were identified; 23 were included.Results: Leadership attributes concerned leaders' behaviour, roles and qualities.Antecedents concerned informatics skills and competence, information and tools, understanding care systems and their complexity and education. Consequences related to organization, professionals and patient and care. Conclusion:Based on our results, the term 'e-leadership' should be more widely utilized in nursing practice and research.Implications for nursing management: Nurse leaders need to be strong leaders; they need to be visionary and use strategic thinking to develop existing and new digital solutions. By becoming e-leaders, nurse leaders may increase the successful development and implementation of eHealth and benefit clinicians and patients.

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Section: Introductionmentioning

confidence: 99%

Leadership in the context of digital health services: A concept analysis

Laukka

Pölkki

Kanste

2022

J Nursing Management

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“…They considered as key performers over the implementation process of certi cation (52). Another factor was not identi ed per se, but emerged from interviews; implementation leadership, which was de ned by a "strategic approach characterised by in uencing behaviours to promote success in implementation" (53). The leadership approach (54) of proximity managers (55) facilitates an active engagement of nurses with deployment (56,57).…”

Section: Discussionmentioning

confidence: 99%

A framework for the implementation of certification procedures at nurse level: a case study in a French hospital

Salma

Waelli

2020

Preprint

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Background The implementation of certification procedures across healthcare systems is an essential component of the management process. In the past, several promising approaches have been developed towards the successful implementation of such policies, however, precise adaptation and implementation at the local context is essential. Thus, local activities must be considered to generate more pragmatic recommendations for managers. In this pilot study, we built an implementation framework for the inception of certification in healthcare facilities, particularly at nurse level activities. Our hypothesis comprised two objectives: the identification of key implementation process components, and the precise definition of these elements within local social activities. Methods This study used a two-step abductive approach. The first was inductive, and consisted of a qualitative case study, where we analysed the implementation of certification procedures in a French teaching hospital. The study was conducted between April and December 2019. Data were collected using semi-structured interviews, and observations by shadowing. In the second step, the emerging data were analysed using two approaches: The Quality Implementation Tool (QIT) and Translational Mobilisation Theory (TMT). Results Sixteen interviews were conducted with managers and nurses. We also accumulated 83 observational hours from two different wards. Our results showed that, first, all the retrieved elements over the implementation of certification procedures were captured by the QIT components and only one component was no applicable for the studied case. Second, we identified the elements in the local context of activity, with the different interrelationships between actors, actions and contexts, through the TMT. Third, our analyses were integrated and translated into a framework that described the implementation of certification procedures in healthcare facilities and with interest to the implementation at nurse/mid-managers level. In adopting QIT, the framework components took a transversal aspect then adapted to the local context of work through the TMT. Conclusions In this study, we generated an implementation framework that underpinned a certification procedures implementation. Our approach revealed broad interactions between proximity managers, teams and contexts during change mobilisation, not captured by transversal framework only as QIT. Going forward, this framework must be tested in future empirical studies.

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“…APNs/AMPs) (Poghosyan & Bernhardt, 2018;Van Hecke et al, 2019), improving direct clinical care (e.g. safe medication management) (Vaismoradi, Griffiths, Turunen, & Jordan, 2016), implementing evidence-based nursing practice (Bianchi et al, 2018;Castiglione, 2020;Cheng, Feng, Hu, & Broome, 2018) and improving the current image of nursing by showing nurses as influential leaders who deliver, manage and administer health care services (Brand, Help, & Brand, 2020). All of these areas urgently need improvement in the UAE context.…”

Section: The Imp Ortan Ce Of Le Ader S Hip For Nur S Ingmentioning

confidence: 99%

“…Globally, there has been con- Many barriers to evidence-based practice have been identified both internationally and locally, including a lack of organisational and leadership support (Al-yateem et al, 2019;Ay, Gençtürk, & Turan Miral, 2014;Forsman, Rudman, Gustavsson, Ehrenberg, & Wallin, 2010;Runciman et al, 2012). Leadership is essential for the implementation of evidence-based nursing practice (Bianchi et al, 2018;Castiglione, 2020;Cheng et al, 2018).…”

Section: Le Ader S Hip For E Viden Ce-ba S Ed N Ur S Ing Pr Ac Ti Ce In the Uaementioning

confidence: 99%