Perceived importance and performance of clinical leadership in practice: A cross‐sectional study of nurses and midwives of all grades

Abstract

Aim To explore the differences in perceived importance and actual performance of clinical leadership for all grades of nurses and midwives engaged in clinical practice. Background Clinical leadership is central to the provision of person‐centred care. However, little is known about how nurses and midwives perceive this in practice. Methods Data were collected on a sample of nurses and midwives in the Republic of Ireland, using a cross‐sectional study design (n = 324). The clinical leadership needs analysis instrument was used to measure perceived importance and performance of clinical leadership in practice. Grades of nurses/midwives included; staff, manager, advanced practitioner and senior manager. Results Senior managers were more likely to report significantly higher scores than staff grades for perceived importance of Technology & Care Initiatives (p < .01) and Financial & Service Management (p = .02). Performance of Staff & Care Delivery was significantly higher for senior managers than staff grades [F(5,309) = 6.06 p < .01]. Conclusion There was a mismatch between the perceived importance and actual performance of clinical leadership in practice between different grades of staff. Implications for Nursing Management Leadership training for all grades and mentoring of staff grades can promote the building of confidence and empower staff in leading clinical practice.

A comparative study of clinical leadership needs analysis (CLeeNa) as perceived by nurses

“…Regardless of the highest and lowest perceived subscales, nurse managers around the globe should empower their nurses' leadership capacity (Hassan et al, 2020); this can be initially done by promoting staff development and teamwork. Nurse managers positively influence patient care in developed and developing countries (Hassan et al, 2020; McCarthy et al, 2019a, 2019b; Stanley et al, 2017; Stanley & Stanley, 2018). This influence will positively reflect universal patient safety and risk management, as evidenced by decreased restraint use, medication errors, patient mortality, and hospital‐acquired infections (Duignan et al, 2020; Wong et al, 2013).…”

“…This influence will positively reflect universal patient safety and risk management, as evidenced by decreased restraint use, medication errors, patient mortality, and hospital‐acquired infections (Duignan et al, 2020; Wong et al, 2013). Worldwide, leaders are essential exemplars for their nurses; they have to set the culture of learning and support (McCarthy et al, 2019b). The innovativeness of actions should be the culture of today's clinical nurses and nurse managers.…”

“…Rather than what nurses need, the literature focused on either transformational or transactional leadership styles (McCarthy et al, 2019a(McCarthy et al, , 2019b. Leadership is a multifaceted construct, measured as leadership styles, competencies, practices and behaviours (McCarthy et al, 2019a(McCarthy et al, , 2019b.…”

“…Rather than what nurses need, the literature focused on either transformational or transactional leadership styles (McCarthy et al, 2019a(McCarthy et al, , 2019b. Leadership is a multifaceted construct, measured as leadership styles, competencies, practices and behaviours (McCarthy et al, 2019a(McCarthy et al, , 2019b. However, clinical leadership focuses on clinical excellence, providing individuals with the appropriate skills, support, and guidance while focusing on multidisciplinary work (National Clinical Leadership Centre for Nursing & Midwifery, 2019).…”

Valuing nurse and midwifery unit managers’ voices: a qualitative approach

“…Irrespective of the position title or experience that nurses and midwives may possess, leadership is a role that all are expected to fulfil [ 7 , 8 ]. A leader inspires and influences others to act while at the same time directing the way that others act.…”