The development of the Person‐Centred Situational Leadership Framework: Revealing the being of person‐centredness in nursing homes

Abstract

Aims and objectives: To implement and evaluate the effect of using the Person-Centred Situational Leadership Framework to develop person-centred care within nursing homes.Background: Many models of nursing leadership have been developed internationally in

The crisis of public trust in governance and institutions: Implications for nursing leadership

“…Instead, trust is inferred to develop through the relationship between leader and follower (Bilal & Mariam, ). Other less commonly investigated leadership frameworks such as the person‐centred situational leadership framework, explicitly describe trust as a feature of nursing leadership (Lynch, McCance, McCormack, & Brown, ). The authentic leadership model posits leaders build trust through making just decisions and role modelling honesty, integrity, and high ethical standards in leader‐follower relationships (Wong & Cummings, ).…”

Person‐centred leadership: A relational approach to leadership derived through action research

“…Inquiring into the work of nurses, DeFrino () argues that it is through their unseen relational work that nurses achieve positive patient and professional outcomes. Such embodied history could flow over into nursing leadership relationships, and, in contrast to task‐focused nurse leaders, relationship‐focused leaders have been shown to improve nurses’ working life, care environments, productivity and patient outcomes (Cicolini, Comparcini, & Simonetti, ; Cowden, Cummings, & Profetto‐McGrath, ; Cummings et al., ; Lynch, McCormack, McCance, & Brown, ; Wagner et al., ; Wong, Cummings, & Ducharme, ). However, nursing leadership research predominantly views leadership from a hierarchical perspective and is rarely framed within relational leadership theory.…”

The need to prioritize the person in nursing and healthcare

“…Na ta način se razvija kultura, ki sprejema osem principov osredotočenosti na osebo in je ključnega pomena za zagotavljanje oskrbe / prakse, ki v središče postavlja osebo. Kultura zdravosti pomeni, da je sprejemanje odločitev nekaj skupnega (Ekman, et al, 2011), zaposleni sodelujejo drug z drugim (McCormack, et al, 2007), vodenje je osredotočeno na osebo (Lynch, et al, 2018) in inovativne prakse se vzpodbujajo (McCormack & McCance, 2016). Končni rezultat skupin, ki si prizadevajo za razvoj na delovnem mestu, je osredotočenost na osebo.…”

“…Thus, developing a culture that embraces the eight principles of person-centredness is critical to the provision of person-centred care/practice. A healthful culture is one in which decision-making is shared (Ekman, et al, 2011), staff relationships are collaborative (McCormack, et al, 2007), leadership is person-centred (Lynch, et al, 2018) and innovative practices are supported (McCormack & McCance, 2016). It is the ultimate outcome for teams working to develop a workplace that is person-centered.…”