The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership

Cummings, Greta G.; Lee, Sarah; Tate, Kaitlyn; Penconek, Tatiana; Micaroni, Simone P.M.; Paananen, T; Chatterjee, Gargi E.

doi:10.1016/j.ijnurstu.2020.103842

Cited by 136 publications

(185 citation statements)

References 113 publications

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“…These challenges, faced by nurse leaders, demand an effective leadership to adequately provide direction for its employees while positively contributing to the attainment of the organisation's mission and vision (Alilyyani et al., 2018). Effective leadership styles, such as those that are centred on relations and people rather than the task itself, are instrumental in creating work conditions to support professional practice in employees (Avolio, 2004; Cummings et al., 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Transformational and authentic leadership are two frequently used types of relational leadership style and are associated with enhanced nurse effectiveness and desirable patient outcomes (Cummings et al., 2021). Transformational leadership, a more established leadership style, focuses on motivating and inspiring followers to pursue higher‐order goals through idealized influence, inspirational motivation, intellectual stimulation and individual consideration (Bass & Avolio, 1994), resulting in desirable work outcomes and organisational effectiveness (Enwereuzor et al, 2018; Labrague et al., 2020).…”

Section: Introductionmentioning

confidence: 99%

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Authentic leadership, nurse‐assessed adverse patient events and quality of care: The mediating role of nurses' safety actions

et al. 2021

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Background Authentic leadership has been consistently cited as a strong precursor of sustained job performance and work effectiveness in nurses; however, studies linking authentic leadership with nurses' safety actions, nurse‐assessed adverse patient events and nursing care quality are scarce. Aim To examine whether nurses' safety actions mediate the relationship between authentic leadership, nurse‐assessed adverse events and nursing care quality. Methods A multi‐centre, cross‐sectional study involving 1,608 nurses employed in acute care facilities in Oman. Multi‐stage regression analysis was conducted in testing for the mediation model. Findings Nurse managers in Oman were perceived to be highly authentic by their staff nurses. Authentic leadership significantly predicted nurses' safety actions (β = 0.168, p < .001), decrease in nurse‐assessed adverse events (β = −0.017, p = .024) and increase in care quality (β = 0.121, p < .001). Further, the association between authentic leadership and nurse‐assessed adverse events (β = −0.063, p = .057) and care quality (β = 0.038, p = .002) was mediated by nurses' safety actions. Conclusion Results suggest the importance of developing nurse managers' authentic leadership to foster nurses' safety actions and reduce adverse patient outcomes and promote nursing care quality. Implications for nursing management Organizational efforts to address patient safety issues should be directed towards developing authentic leadership in nurse managers through leadership programmes, periodic evaluation of leadership competencies (e.g., 360‐degree or a bottom‐up performance evaluation), and a creation of a safe culture in which nurses can openly report safety concerns for corrective action.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Authentic leadership, nurse‐assessed adverse patient events and quality of care: The mediating role of nurses' safety actions

et al. 2021

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“…Even though interventions can be an effective method for improving leadership among nurses, it should be noted that leadership practices are heavily influenced by the complex structures within an organisation and cannot solely rely on the abilities of single nurse leaders (Cummings et al., 2021). For this reason, employees from all levels of the organisation must collaborate to create a healthy and productive work environment in which the leaders can succeed.…”

Section: Discussionmentioning

confidence: 99%

An integrative review on interventions for strengthening professional governance in nursing

et al. 2021

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Aim To identify the interventions for strengthening professional nursing governance and describe their outcomes. Background The ever‐changing health care environment requires empowering governance structures and shared decision‐making. The costly nature of reshaping governance makes the identification of effective interventions vital. Evaluation An integrative review was carried out between January 2007 and May 2020 in the CINAHL, PubMed, Scopus, PsycINFO, Business source, Cochrane and Medic databases. The quality of the 12 included studies was evaluated with the Joanna Briggs Institute critical appraisal tools. Key issues Eight studies reported that the implemented interventions had positively influenced organisation regarding creating positive work environments, building new leadership competencies and increasing personnel's ability to take part in decision‐making. The overall quality of the evidence was judged to be moderate. Conclusion Comprehensive decision‐making structures, efficient teamwork and transformational leadership competencies among nurse leaders enable personnel to participate in decision‐making. Further research is needed to identify the most effective interventions for improving professional governance. Implications for Nursing Management Nurse leaders have to ensure that personnel have adequate opportunities to congregate and decide over matters concerning their work. Positive organisational climate and relational leadership style, along with highly functioning teams, are important prerequisites to nursing councils producing the desired outcomes.

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“…3,10 The most commonly researched and applied leadership theories are those founded on relational aspects of leadership, particularly transformational leadership. 5,11,12 Transformational leadership is "the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower". 4 Transformational leaders can help to develop, shape, and maintain a desired organizational culture.…”

Section: Introductionmentioning

confidence: 99%

“…22,23 Acknowledging that this field is under-researched in the Kuwait/Arab region despite its high importance and impact, 21,24 the objective of this paper is to explore and assess organizational culture and quality of care, and measure their association with transformational/transactional styles of leadership in the hospitals studied. The rationale behind focusing on transformational leadership is because it is among the most recurrent theories in research, 5,11 in addition to being one of the most effective leadership styles in health services, 25,26 and has a prominent impact on growth of leadership development strategies. 12 This paper is the second from a research project aimed at assessing leadership styles, organizational culture, patient safety initiatives, and quality of care in six government general hospitals in Kuwait.…”

Section: Introductionmentioning

confidence: 99%

Organizational Culture, Quality of Care and Leadership Style in Government General Hospitals in Kuwait: A Multimethod Study

ALFadhalah

Elamir

2021

JHL

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Purpose: To investigate the organizational culture, assess the quality of care, and measure their association with a transformational/transactional leadership style in six hospitals. Materials and Methods:We used cross-sectional and retrospective quantitative approaches in government-sponsored secondary-care hospitals. A sample of 1626 was drawn from a frame of 9863 healthcare workers in six hospitals. Followers were surveyed using the Multifactor Leadership Questionnaire and the Organizational Description Questionnaire. We reviewed and analyzed one year (2012) of quarterly and annual quality indicators from the hospitals. Data were analyzed using suitable statistical analyses. Results: We collected 1626 responses from six hospitals. 66.4% to 87.1% of participants in each hospital identified their hospital's organizational culture as transformational, whereas 41 out of 48 departments were identified as having a transformational culture. The percentage of participants at each hospital rating their leader and organizational culture as transformational ranged from 60.5% to 80.4%. The differences between leadership style and organizational culture were statistically significant for four of the hospitals. For most of the quality indicators, there was a positive, but nonsignificant, correlation with leadership style. Conclusion: Leaders define and influence organizational culture. The prevailing transformational leadership style creates and maintains a transformational organizational culture. The effect of transformational leadership on the quality of care delivered by the organization was measured in this study, and showed a positive and nonsignificant relationship between generic quality indicators and the transformational style.

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The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership

Cited by 136 publications

References 113 publications

Authentic leadership, nurse‐assessed adverse patient events and quality of care: The mediating role of nurses' safety actions

Authentic leadership, nurse‐assessed adverse patient events and quality of care: The mediating role of nurses' safety actions

An integrative review on interventions for strengthening professional governance in nursing

Organizational Culture, Quality of Care and Leadership Style in Government General Hospitals in Kuwait: A Multimethod Study

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