First-line nurse leaders’ health-care change management initiatives (original) (raw)
Related papers
2016
Current research reveals that head nurses/ ward in chargers are routinely placed into front-line leadership roles with little formal preparation. The purpose of this study was the development, implementation, and evaluation of a nurse leader development program for nurse leaders at a selected hospital located in Ernakulam, Kerala, India. This study involved a mixed method approach with a quasi-experimental design. The intervention consisted of a leadership development package delivered to a convenience sample of nurses in managerial positions. Leadership attributes was quantified, both pre/post interventions, through the administration of the Leadership Practices Inventory (LPI).The findings of the study revealed that the leadership development package could bring in significant improvement in the leadership practices of the head nurses. © 2016 Elixir All rights reserved. © 2016 Elixir All rights reserved. Elixir Nursing 94 (2016) 39936-39944 Nursing Available online at www.elixirpu...
Leadership and Influencing Change in Nursing
University of Regina Press eBooks, 2018
The Learning Objectives set out at the beginning of each chapter provide a guide to chapter contents and structure to your learning. Three types of textboxes in each chapter offer important information: From the Field textboxes provide wise words from nurse leaders. Research Notes demonstrate how each chapter is evidencebased and provide you with links to important academic research that further explores the critical topics addressed in each chapter.
Transformational leadership in nursing practice: challenges and strategies
Revista Brasileira de Enfermagem, 2020
Objective: to understand the challenges and strategies adopted by nurses for the exercise of Transformational Leadership in a university hospital. Methods: qualitative and exploratory study, in which 25 nurses working in a university hospital in the state of Bahia, Brazil participated. Data collection took place through semi-structured interviews and categorized according to Thematic Analysis, using Nvivo software. Results: The prevalent challenges involved: lack of encouragement from the institution for the training of leaders; professional inexperience and young age; resistance to leadership and insubordination. The strategies adopted by nurses consist of acting as team examples and establishing dialogic relationships. Final considerations: The practice of Transformational Leadership has been relevant in the daily lives of nurses and contributes to the quality of care.
Developing leadership in nurse managers: the British Columbia Nursing Leadership Institute
Nursing leadership (Toronto, Ont.), 2008
The British Columbia Nursing Administrative Leadership Institute for First Line Nurse Leaders (BC NLI) is a collaborative partnership among British Columbia's Chief Nursing Officers, the Ministry of Health Nursing Directorate and the University of British Columbia School of Nursing. This initiative consists of a four-day residential program and a year-long leadership project between BC NLI participants and their organizational mentors. The evidence-based curriculum covers universal leadership and management concepts, but it also addresses leadership issues of relevance to nurse leaders in today's complex healthcare environments. The BC NLI is part of a provincial health human resources endeavour to ensure sufficient nursing leaders - for now and in the future. This paper will discuss the development, implementation and evaluation of the BC NLI. Unique aspects of the program, such as its online networking component, will be described, and its role in nursing leadership resear...
Nursing Leadership, 2011
The purpose of this brief is to recommend what is needed for health executives and senior leaders to effectively lead health system transformation in Canada. To develop a truly integrated patient-centred healthcare system, health leaders are called upon to work across boundaries related to organizations, professions, sectors, geography and jurisdictions. We offer the following recommendations to strengthen the role of executive leadership in transforming the Canadian healthcare system: 1. Balance national vision and strategy with local flexibility 2. Develop avant-garde executive leadership competencies 3. Tap into expertise to develop executive leadership capacity and accelerate change 4. Foster executive leadership continuity and succession planning Note: In this brief, the terms "executive" and "health leader" both refer to executive and senior management leadership roles in healthcare.
Nurse Leaders’ Perceptions of an Approaching Organizational Change
Qualitative Health Research, 2013
The aim of the study was to achieve more profound understanding of nurse leaders' perceptions of an approaching organizational change. We used a three-dimensional hermeneutical method of interpretation to analyze text from 17 interviews. The results suggest that nurse leaders were positive toward and actively engaged in continual change to their units, even though they perceived themselves as mere spectators of the change process. The nurse leaders believed that change might benefit patients and patient care, yet their adaptation lacked deeper engagement. The approaching merger affected the nurse leaders' identities on a deeply personal level. They experienced uneasiness and anxiety with regard to being nurse leaders, the future of nursing care, and their mandate as patient advocates. Nurse leaders are in a critical position to influence the success of organizational change, but the organizations covered in this study were not incorporating their knowledge and experiences into the change.
Transformational leadership in nursing practice
British Journal of Nursing, 2012
Traditionally, nurses have been over-managed and led inadequately, yet today they face unprecedented challenges and opportunities. Organisations constantly face changes that require an increasingly adaptive and flexible leadership. This type of adaptive leadership is referred to as 'transformational'; under it, environments of shared responsibilities that influence new ways of knowing are created. Transformational leadership motivates followers by appealing to higher ideas and moral values, where the leader has a deep set of internal values and ideas. This leads to followers acting to sustain the greater good, rather than their own interests, and supportive environments where responsibility is shared. This article focuses on transformational leadership and its application to nursing through the four components of transformational leadership. These are: idealized influence; inspirational motivation; intellectual stimulation; and individual consideration.
Effects of nursing position on transformational leadership practices
The Journal of nursing administration, 2015
This study sought to identify significant differences in nursing leadership strengths by position title. Recent reports show aspects of transformational leadership (TL) related to position, age, and educational level. This study focuses on differentiating the strength of leadership practices across the range of nursing management positions. The Leadership Practices Inventory-Self-assessment survey, and a variety of demographic questions, were used to anonymously poll voluntary members of the Association of California Nurse Leaders. Nursing positions of director level and above were strongest in leadership practices. Those at manager and below were identified as needing additional leadership development. LPI-S subscales Enable Others to Act and Model the Way were strongest. Those at the manager level and below will benefit most from additional education and training. Even upper levels of management would gain from enhancing the LPI practices of Challenge the Process and Inspire a Sha...