To explore and understand the leadership experiences of modern matrons, within an acute NHS Trust

Abstract

Aim The aim of this study was to explore and understand the leadership experiences of modern matrons. Background Modern matrons were re-introduced to the National Health Service in 2002, and effective leadership has been identified as being essential for the role to be successful. However, there is minimal evidence of how modern matrons experience effective leadership. Methods The study used a descriptive generic qualitative methodology; one-to-one semi-structured interviews were conducted with nine matrons. This was subjected to an inductive thematic analysis. Results Three themes were found to influence modern matron's leadership experiences: leadership behaviours, negative influences and leadership investment. They did not follow one leadership style but adapted this to their situation. Various factors appeared to restrict their leadership effectiveness. Conclusions The findings suggest that exposure to a range of leadership styles should be included in preparation and CPD for the modern matron role and a more consistent job description and job purpose should be developed. Implications for nursing management Leadership styles such as transformational leadership alone do not meet the complex demands of nursing leaders, and therefore there is a requirement for greater flexibility in leadership development for all health care professionals.

Mentoring, coaching and action learning: interventions in a national clinical leadership development programme

“…), the study data did not suggest that one intervention was superior to another. Some senior service managers in the UK have indicated a lack of understanding regarding the processes of mentoring and coaching (Lawrence & Richardson ); however, as the Irish programme made a clear distinction between mentoring and coaching at the process level, pathway participants in the present study did not appear to have similar misunderstandings. The personal presence of the coach has been shown to be important in achieving the desired outcome of coaching (Ammentorp et al .…”

“…In evaluating participant experiences, there was no intention to compare the various interventions, in terms of their relative effectiveness in contributing to leadership development, and unlike other research that indicates the superiority of mentoring over coaching in promoting leadership development (Fielden et al 2009), the study data did not suggest that one intervention was superior to another. Some senior service managers in the UK have indicated a lack of understanding regarding the processes of mentoring and coaching (Lawrence & Richardson 2012); however, as the Irish programme made a clear distinction between mentoring and coaching at the process level, pathway participants in the present study did not appear to have similar misunderstandings. The personal presence of the coach has been shown to be important in achieving the desired outcome of coaching (Ammentorp et al 2013), and it appears that the present study findings attest to this important aspect of coaching and support the process-level benefits of coaching (Fielden et al 2009).…”

Time allocation and temporal focus in nursing management: an integrative review

“…Nursing management and leadership are important for both patient care and health‐care costs (Galuska , Jones & Sherwood ). The job description and the role of nurse administrators is changing due to organisational expectations of success, these impact on nursing practice and resources that are continually stretched (Bradley , Lawrence & Richardson ). This role change combined with the resulting increase in workload is related to stress (Johansson et al .…”

Developing nursing leadership talent-Views from the NHS nursing leadership for south-east England

“…Pollard, Ross, and Means (2005) have also advocated the benefits of establishing opportunities for effective interprofessional collaboration to develop leadership skills based on non-hierarchical team structures, clear communication channels, shared decision making, and interpersonal acuity. Furthermore, Lawrence and Richardson (2014) have stressed the need for opportunities to enable exposure to different leadership styles. Rolfe and Chan (2007) have called for prospective leaders to be trained to be aware that their experiential skills are key attributes in nursing leadership posts, and skills that combine practical nursing expertise (not just managerial competencies, talents, and traits) supported by on-the-job learning should not be seen as in opposition to or inferior to pure managerial skills.…”

“…Pollard, Ross, and Means () have also advocated the benefits of establishing opportunities for effective interprofessional collaboration to develop leadership skills based on non‐hierarchical team structures, clear communication channels, shared decision making, and interpersonal acuity. Furthermore, Lawrence and Richardson () have stressed the need for opportunities to enable exposure to different leadership styles.…”