Perspectives on healthcare leader and leadership development

Scott, Elaine S.

doi:10.2147/jhl.s8292

Cited by 16 publications

(28 citation statements)

References 31 publications

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“…Leadership and healthcare researchers (see also Adams et al, 2002;Full an, 2007;Goleman et al , 2001 ;Hatala & Hatala, 2005;McGregor et al , 2014;Scott, 2010;Strouss et al, 2014) have provided substantial discussions regarding the importance of collaboration, most importantly communication, between and among professionals. This collaboration involves the engagement of leaders, healthcare professionals, traditional and CAM practitioners, employees at all levels, and patients.…”

Section: Collaboration and Engagementmentioning

confidence: 99%

“…Relationship was the predetermined code and 60 terms were located in the data. Collaboration, or collaborate, included physicians, clinicians, administration, senior staff, academics, and other individuals working together for a common good (Clavelle & Bramwell, 2013 ;McGregor, Puhl, Reinhart, Injeyan, & Soave, 2014;Minke, Smith, Plotnikoff, Khalema, & Raine, 2006;Scott, 2010). Synergizing, or synergy, was best defined by Scott (20 I 0) who stated "the will, ideas, and execution of all participants is critical for the change processes and improving outcomes" (p.86).…”

Section: Teamwork and Relationshipsmentioning

confidence: 99%

“…Respect was earlier defmed as using communication to support individuals on their journey. Language was an opportunity to describe conflicts, perspectives, characteristics, and experiences with common words or actions as to lessen the opportunity for confusion (Hsiu & Shannon, 2005;Scott, 2010). Communication is the exchange of information, results, or questions between one or more individuals (Scott, 2010).…”

Section: Respect and Communicationmentioning

confidence: 99%

“…Language was an opportunity to describe conflicts, perspectives, characteristics, and experiences with common words or actions as to lessen the opportunity for confusion (Hsiu & Shannon, 2005;Scott, 2010). Communication is the exchange of information, results, or questions between one or more individuals (Scott, 2010). Language helped formulate an understanding of words, phrase, and content (Hsiu & Shannon, 2005;Sherman, Eaves, Ritenbaugh, Hsu, Cherkin, & Turner, 2014) to support that individuals were clear in the context.…”

Section: Respect and Communicationmentioning

confidence: 99%

“…The most utilized word was lack, meaning to not have enough, in the literature (Carey et al , 2011 ;Gandz, 2009;Hsiu & Shannon, 2005;Kretchy et al , 2014;Scott, 2010;Schjott & Erdal, 2014;Skovgaard et al , 2014). With empirical knowledge and professional experiences, some of the researchers used the term skeptical (Scott,201 0) that entails mistrust amongst people, practices, and research.…”

Section: Respect and Communicationmentioning

confidence: 99%

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Integrative leadership plan for an integrative healing centre

Dacyk¹

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Section: Collaboration and Engagementmentioning

confidence: 99%

Section: Teamwork and Relationshipsmentioning

confidence: 99%

Section: Respect and Communicationmentioning

confidence: 99%

Section: Respect and Communicationmentioning

confidence: 99%

Section: Respect and Communicationmentioning

confidence: 99%

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Integrative leadership plan for an integrative healing centre

Dacyk¹

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A New Leadership Development Model for Nursing Education

Miles

Scott

2019

Journal of Professional Nursing

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Background Leadership competency is required throughout nursing. Students have difficulty understanding leadership as integral to education and practice. A consistent framework for nursing leadership education, strong scholarship and an evidence base are limited. Purpose To establish an integrated leadership development model for prelicensure nursing students that recognizes leadership as a fundamental skill for nursing practice and promotes development of nursing leadership education scholarship. Method Summarizing definitions of nursing leadership, conceptualizing leadership development capacity through reviewing trends, and synthesizing existing leadership theories through directed content analysis. Discussion Nine leadership skills form the organizing structure for the Nursing Leadership Development Model. Leadership identity development is supported via dimensions of knowing, doing, being and context. Conclusion The Nursing Leadership Development Model is a conceptual map offering a structure to facilitate leadership development within prelicensure nursing students, promoting student ability to internalize leadership capacity and apply leadership skills upon entry to practice Table 4. Critical values in the social change model of leadership-Komives et al., 2013. Critical values Definitions Consciousness of self Awareness of personal beliefs, values and patterns of behavior Congruence Consistent action based on personal values, attitudes and emotions Commitment Passionate energy focuses on an activity or outcome beyond self Collaboration Ability to promote group action around a value and/or ideal Common purpose Enabling work aimed at shared goals and a common vision Controversy with civility Acceptance of differences and conflict resolution through dialogue Citizenship Active engagement in social change and community/civic responsibilities

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Advancing Leadership Capacity in Nursing

Scott

Miles²

2013

Nursing Administration Quarterly

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To address the potential shortage of nurse leaders, the profession must evaluate current strategies in both education and practice. While many new graduates dream of becoming a nurse practitioner or nurse anesthetist, few transition into practice with the goal of becoming a nurse leader. To increase the number of nurses capable of leadership, the profession must address 2 critical issues. First, effort must be made to augment faculty and students' conceptualization of nursing such that leadership is seen as a dimension of practice for all nurses, not just those in formal leadership roles. In so doing, leadership identity development would be seen as a part of becoming an expert nurse. Second, a comprehensive conceptual framework for lifelong leadership development of nurses needs to be designed. This framework should allow for baseline leadership capacity building in all nurses and advanced leadership development for those in formal administrative and advanced practice roles. The knowledge and skill requirements for quality improvement and patient safety have been explored and recommendations made for Quality and Safety Education for Nurses, but parallel work needs to be done to outline educational content, objectives, and effective pedagogy for advancing leadership development in nursing students at all levels.

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Perspectives on healthcare leader and leadership development

Cited by 16 publications

References 31 publications

Integrative leadership plan for an integrative healing centre

Integrative leadership plan for an integrative healing centre

A New Leadership Development Model for Nursing Education

Advancing Leadership Capacity in Nursing

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