Implementing the Clinical Nurse Leader Role in a Large Hospital Network

Duffey, Pam

doi:10.1016/j.mnl.2017.03.014

Cited by 5 publications

(5 citation statements)

References 11 publications

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“…The proliferation of boundary-spanning advanced practice nurses and coordinator roles demonstrates that nurses are increasingly called on to deploy these coordination skills in a formal capacity, helping patients negotiate their journey through fragmented healthcare systems. The lack of role clarity and uncertain authority is persistently found to hamper the sustainability, consistency and effectiveness of such roles (Duffey, 2017;Roche et al, 2013).…”

Section: Discussionmentioning

confidence: 99%

“…Previous studies examining nurse managers' roles focus on the nursing team only (Carthcart et al, 2010;Duffield et al, 2019), and on 'leadership' and 'transformation', rather than day-to-day coordination . There are a growing number of registered nurses (RNs) employed as care coordinators or 'navigators' where interprofessional coordination is central (Duffey, 2017), but no studies detailing how these roles are performed. Thus, the extant literature on how the day-to-day coordination of interprofessional teams is accomplished, and by whom is limited (Allen, 2014;Schot et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Nurses' role in accomplishing interprofessional coordination: Lessons in ‘almost managing’ an emergency department team

Wise

Duffield

Fry

et al. 2021

J Nursing Management

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Aim: To describe how nurse coordinators accomplished day-to-day interprofessional coordination in an Australian emergency department team, drawing some lessons for the design of nurse coordinator roles in other settings.Background: Previous studies have examined leadership within nursing teams, and there are a growing number of registered nurses employed as care coordinators.There is limited literature on how the day-to-day coordination of interprofessional teams is accomplished, and by whom.Method: Nineteen semi-structured interviews with emergency department registered nurses, doctors and nurse practitioners analysed thematically.Results: Three themes describe how coordinators accomplished interprofessional coordination: task coordination and oversight, taking action to maintain patient flow and negotiating an ambiguous role. Conclusion:Better-defined nurse coordinator roles with clearer authority and associated training are essential for consistent practice. However, accomplishing interprofessional coordination will always require the situated knowledge of the complex nursing-medical division of labour in the workplace and the interpersonal relationships that are only gained through experience.Implications for Nursing Management: The design of nurse coordinator roles must include the thorny question of 'who leads' interprofessional teams in the day-to-day coordination of tasks. New and inexperienced nurses may not have the necessary situated knowledge or interpersonal relationships to succeed. However, such roles offer an important development opportunity for future nurse managers.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Nurses' role in accomplishing interprofessional coordination: Lessons in ‘almost managing’ an emergency department team

Wise

Duffield

Fry

et al. 2021

J Nursing Management

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“…Clinical nurse leader (CNL) integrated care delivery is a nursing model launched in 2003 by the American Association of Colleges of Nursing (AACN) to advance a new approach to nursing practice (AACN, ). Clinical nurse leaders are being implemented across the health care spectrum (Bender, Williams, & Su, ) with a small but growing literature showing improved patient quality and safety outcomes (Bender, ; Duffey, ; Miller & Schaper, ; Murphy, ) and improved nurse satisfaction, turnover and leadership practices (Guillory, ; Kohler, ) post implementation.…”

Section: Clinical Nurse Leader Integrated Care Deliverymentioning

confidence: 99%

“…Clinical nurse leaders are being implemented across the health care spectrum with a small but growing literature showing improved patient quality and safety outcomes (Bender, 2014;Duffey, 2017;Miller & Schaper, 2015;Murphy, 2014) and improved nurse satisfaction, turnover and leadership practices (Guillory, 2012;Kohler, 2011) post implementation.…”

Section: Clinical Nurse Leader Integrated Care Deliverymentioning

confidence: 99%

Organising nursing practice into care models that catalyse quality: A clinical nurse leader case study

et al. 2018

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“…In this study, the leader is a nurse and positive nursing leadership behaviors can affect nurse performance (Germain and Cummings, 2010). Through continuous communication and the development of cross-professional relationships, the head nurse plays an important role in the management of clinical units in promoting and maintaining information exchange, participation, teamwork and effective nursing processes at the micro-system level (Bender, 2016;Duffey, 2017). Udod et al (2020) conducted a study in Western Canada showed that implementing a lean management system can have an important impact on the role of the nurse manager.…”

Section: Introductionmentioning

confidence: 99%

From self-management to a systemized process: the implementation of lean management in a Chinese hospital’s pharmacy intravenous admixture services center

Tian

Zhang

Gurd

et al. 2020

LHS

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Purpose The purpose of this paper is to explore the importance of lean leadership in an implementation in a Chinese hospital, considering a particular focus on the attitudes of nursing professionals while identifying specific cultural or institutional factors in China that might affect the implementation. Design/methodology/approach The authors use Harrison et al.’s (2016) framework to explore the outcomes of a nine-month action research project whereby the authors observed the process and outcomes of implementing lean in a pharmacy intravenous admixture service of a Chinese hospital. Findings The implementation of lean had positive results, which improved the efficiency of the operation, reduced the work start time and the amount of staff, and improved clinical satisfaction. In the process of implementation, nursing professionals showed a positive attitude toward the implementation and showed no obvious resistance under the positive influence of the head nurse. The combination of Chinese cultural characteristics, nursing culture and strong leadership enabled lean success. Originality/value The unit moved from self-management to a systemized process of using lean concepts and methods, it is an important change for hospital managers.

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Implementing the Clinical Nurse Leader Role in a Large Hospital Network

Cited by 5 publications

References 11 publications

Nurses' role in accomplishing interprofessional coordination: Lessons in ‘almost managing’ an emergency department team

Nurses' role in accomplishing interprofessional coordination: Lessons in ‘almost managing’ an emergency department team

Organising nursing practice into care models that catalyse quality: A clinical nurse leader case study

From self-management to a systemized process: the implementation of lean management in a Chinese hospital’s pharmacy intravenous admixture services center

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