The challenges of change processes for nurse leaders—a qualitative study of long‐term leaders' experiences over 25 years

Frilund, Marianne; Fagerström, Lisbeth; Vasset, Frøydis

doi:10.1002/nop2.1781

Cited by 3 publications

(1 citation statement)

References 44 publications

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“…What are the factors involved in the qualitative building of relations? In earlier articles (Frilund et al, 2022; Vasset et al, 2022), we discussed how the leadership role has changed and how the leader has influenced the processes of leading changes.…”

Section: Discussionmentioning

confidence: 99%

Leader–member exchanges with leaders who have worked for 25 years in health institutions

2023

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Aim The aim is to investigate long‐term leader experiences with leader– member exchanges (LMX) over 25 years. Leader–member exchanges focus on relational power and communication exchanges between leaders and employees when they communicate with each other or perform an action. Design This qualitative study is characterized by a phenomenological hermeneutical design and is based on the informants' interpretation and construction of meaning. Method A qualitative study with eight interviews with supreme nurse leaders from the Norwegian and Finnish health care services. Result The data analysis and interpretation show that relationships are built through trust, dialogue and confirmation and are affected by other contextual aspects such as the organizational size or workload and human factors such as safety, angst, and self‐esteem. The informants fight for their subordinates. Interprofessional management and obtaining good relations with the doctors was challenging. No Patient or Public Contribution

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Section: Discussionmentioning

confidence: 99%

Leader–member exchanges with leaders who have worked for 25 years in health institutions

2023

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The challenges of change processes for nurse leaders—a qualitative study of long‐term leaders' experiences over 25 years

2023

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Healthcare services in Nordic countries have undergone considerable organizational changes, which have correspondingly challenged the role and status of nurse leaders at all levels of health services (Hafsteinsdóttir, 2019;Storbjörk et al., 2021). By improving relationships between different professions and organizations and through motivating and responsible change processes, positive patient and professional outcomes are activated.The Ministry of Social Affairs and Health is responsible for the development of health services in Finland, while the Norwegian Directorate of Health is responsible in Norway. The need for changes is often a result of political decisions that are published in legislation, recommendations and different health reforms (White Paper, 2008-2009. These political decisions in both Finland and Norway have had a major impact on operational and professional leadership and management with major change processes as a result.The ideology of New Public Management (NPM), digitization and the priorities of open healthcare versus hospital care is noteworthy because of the requirements for organizational and personnel changes their implementation demanded (Nylenna, 2020;Orvik, 2015). The ideology of NPM became common in healthcare

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Digital Competence among Healthcare Leaders: A Mixed‐Methods Systematic Review

Laakkonen,

Jarva,

Hammarén

et al. 2024

Journal of Nursing Management

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Background. New evidence on the digital competencies of healthcare leaders can provide essential knowledge for building training for the leaders to ensure high‐quality patient care. Objective. The aim of this mixed‐methods systematic review was to identify the current best evidence from qualitative, quantitative, and mixed‐methods studies on healthcare leaders’ digital competence experiences and perceptions and factors associated with it. Methods. A mixed‐methods systematic review was conducted following the Joanna Briggs Institute guidelines for mixed‐methods systematic reviews by including original qualitative and quantitative observational studies and mixed‐methods studies published in English or Finnish between January 2012 and January 2024. The studies were retrieved from four databases (CINAHL, PubMed, Scopus, and Medic). In total, 4470 articles were screened, 122 were eligible for full‐text screening, and 19 articles were included in the review according to the established inclusion and exclusion criteria. Data Extraction and Synthesis. Data tabulation and narrative synthesis for quantitative studies and content analysis for qualitative studies. Results. The synthesis of qualitative data identified five main categories that describe healthcare leaders’ experiences with digital competencies: (1) the need for developing leader’s own, professionals’, and patients’ competence in the digitalisation of healthcare, (2) the need for expertise in the health IT implementation process, (3) positive perceptions towards technology, (4) negative perceptions towards technology, and (5) ability to act as an advocate to implement technology into practice. Data from the selected quantitative studies presents that factors associated with the digital competence of healthcare leaders include individual characteristics, career characteristics, training, and other factors. Conclusion. This review suggests that developing and supporting healthcare leaders’ digital competencies should be considered in healthcare organizations, research, and education to make their digital competencies meet the demands of increasingly digitalising healthcare development work.

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The challenges of change processes for nurse leaders—a qualitative study of long‐term leaders' experiences over 25 years

Cited by 3 publications

References 44 publications

Leader–member exchanges with leaders who have worked for 25 years in health institutions

Leader–member exchanges with leaders who have worked for 25 years in health institutions

The challenges of change processes for nurse leaders—a qualitative study of long‐term leaders' experiences over 25 years

Digital Competence among Healthcare Leaders: A Mixed‐Methods Systematic Review

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