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Nursing Leadership (nursing + leadership)
Selected AbstractsStrategies for Nursing LeadershipJOURNAL OF ADVANCED NURSING, Issue 2 2003Judy A. Criner No abstract is available for this article. [source] Creative Nursing Leadership and ManagementJOURNAL OF NURSING MANAGEMENT, Issue 6 2009Article first published online: 11 AUG 200 [source] Paths to nursing leadershipJOURNAL OF NURSING MANAGEMENT, Issue 5 2006TERESE BONDAS PhD Aim, The aim was to explore why nurses enter nursing leadership and apply for a management position in health care. The study is part of a research programme in nursing leadership and evidence-based care. Background, Nursing has not invested enough in the development of nursing leadership for the development of patient care. There is scarce research on nurses' motives and reasons for committing themselves to a career in nursing leadership. Method, A strategic sample of 68 Finnish nurse leaders completed a semistructured questionnaire. Analytic induction was applied in an attempt to generate a theory. Findings, A theory, Paths to Nursing Leadership, is proposed for further research. Four different paths were found according to variations between the nurse leaders' education, primary commitment and situational factors. They are called the Path of Ideals, the Path of Chance, the Career Path and the Temporary Path. Conclusion, Situational factors and role models of good but also bad nursing leadership besides motivational and educational factors have played a significant role when Finnish nurses have entered nursing leadership. The educational requirements for nurse leaders and recruitment to nursing management positions need serious attention in order to develop a competent nursing leadership. [source] Nursing Leadership in the BoardroomJOURNAL OF OBSTETRIC, GYNECOLOGIC & NEONATAL NURSING, Issue 3 2004Kathleen E. Thorman BSN It is critical that nurse leaders, including chief nurse executives and service line directors, be part of the institutional decision-making process about resource allocation, strategic direction, and planning for the future. Nurse leaders can use numerous strategies to influence decisions made in the boardroom that affect the women's service line, including perinatal and women's health. These strategies include building on the importance of women's services to the organization, working in collaboration with senior leaders and key physician leaders, marketing, and reaching out to governing boards with information. Nurse leaders must continue to prepare for the future to thrive in the increasingly complex health care environment. [source] A look at Nursing Leadership Through the Lens of a DancerNURSING FORUM, Issue 1 2003Mary O'Connor RN First page of article [source] Nursing leadership and management effects work environmentsJOURNAL OF NURSING MANAGEMENT, Issue 1 2009ANN MARRINER TOMEY PhD Aim, The aim of this literature search was to identify recent research related to nursing leadership and management effects on work environment using the 14 forces of magnetism. Background, This article gives some historical perspective from the original 1983 American Academy of Nursing study through to the 2002 McClure and Hinshaw update to 2009 publications. Evaluation, Research publications were given a priority for references. Key issues, The 14 forces of magnetism as identified by Unden and Monarch were: ,1. Quality of leadership,, 2. Organizational structure,, 3. Management style,, 4. Personnel policies and programs,, 5. Professional models of care,, 6. Quality of care,, 7 Quality improvement,, 8. Consultation and resources,, 9. Autonomy,, 10. Community and the hospital,, 11. Nurse as teacher,, 12. Image of nursing,, 13. Interdisciplinary relationships, and 14. Professional development,.'. Conclusions, Correlations have been found among positive workplace management initiatives, style of transformational leadership and participative management; patient-to-nurse ratios; education levels of nurses; quality of patient care, patient satisfaction, employee health and well-being programmes; nurse satisfaction and retention of nurses; healthy workplace environments and healthy patients and personnel. Implications for nursing management, This article identifies some of the research that provides evidence for evidence-based nursing management and leadership practice. [source] The power of partnership to shape the future of nursing: the evolution of the clinical nurse leaderJOURNAL OF NURSING MANAGEMENT, Issue 5 2008FAAN, FACHE, JOLENE TORNABENI MA Aim(s), This article describes the evolution of the clinical nurse leader role and demonstrates the vital nature of partnerships between academia and practice in the design and implementation of this new role. Background, The health care system as it exists in the United States may put patients at risk in terms of safety and quality of care. Nursing leadership from across the US recognized a need for nursing practice and academia to work in partnership to develop workable and effective solutions. The vision was of a nurse generalist who would be prepared to address the complexities that make the current systems dysfunctional. Evaluation, Review, share experiences and discuss the benefits of engaging stakeholders with broad and diverse viewpoints. Key issues, Engaging a group of stakeholders with diverse backgrounds, varied world views and experiences for the purpose of developing common mutually beneficial goals, creates synergy and greater commitment to the goals, which results in success. Conclusion(s), The power of partnership in the development and implementation of the CNL is evident. Old ways of trying to ,go it alone' are no longer viable in a complex health care environment. Implications for nursing management, With continued collaboration, practice and academia can continue to confront challenges and develop effective solutions. [source] Implementing evidence-based nursing practice: a tale of two intrapartum nursing unitsNURSING INQUIRY, Issue 4 2003Jan Angus ANGUS J, HODNETT E and O'BRIEN-PALLAS L. Nursing Inquiry 2003; 10: 218,228 Implementing evidence-based nursing practice: a tale of two intrapartum nursing units Despite concerns that the rise of evidence-based practice threatens to transform nursing practice into a performative exercise disciplined by scientific knowledge, others have found that scientific knowledge is by no means the preeminent source of knowledge within the dynamic settings of health-care. We argue that the contexts within which evidence-based innovations are implemented are as influential in the outcomes as the individual practitioners who attempt these changes. A focused ethnography was done in follow-up to an earlier trial that evaluated the effectiveness of a marketing strategy to encourage the adoption of evidence-based intrapartum nursing practice. Bourdieu's (1990, 1991) concepts of habitus, capital and social field were used in our refinement of the analysis of the ethnographic findings. Nursing leadership, interprofessional struggle with physicians, the characteristics of the community and the physical environment were prominent issues at all of the sites. Detailed descriptions of the sociohistorical context and of the experiences at two sites are presented to illustrate the complexities encountered when implementing innovations. [source] Nursing leadership and health sector reformNURSING INQUIRY, Issue 2 2001Chris Borthwick Nursing leadership and health sector reform The political, technological and economic changes that have occurred over the past decade are increasingly difficult to manage within the traditional framework of health-care, and the organisation of health-care is seen to need radical reform to sweep away many of the internal barriers that now divide one form of health-care, and one profession, from another. Nursing must equip itself with skills in advocacy and political action to influence the direction the system will take. Nursing currently suffers from a weakness in self-concept that goes hand in hand with a weakness in political status, and nursing leadership must build the foundations for both advocacy for others and self-advocacy for the nursing movement. The profession faces tensions between different conceptions of its role and status, its relationship to medicine, and its relationship to health. Health indices are tightly linked to status, and to trust, hope, and control of one's own life. Can nurses help empower others when they are not particularly good at empowering themselves? What will the role of the nurse be in creating the information flows that will guide people toward health? Nursing's long history of adaptation to an unsettled and negotiated status may mean that it is better fitted to make this adaptation than other more confident disciplines. [source] Managing professionals: The emerging leadership role of Victorian Maternal and Child Health coordinatorsINTERNATIONAL JOURNAL OF NURSING PRACTICE, Issue 2 2004Kerreen Reiger PhD Drawing on research into cultural and organizational change in the Victorian Maternal and Child Health Service during the 1990s, this paper examines implications for the nursing leadership provided by service coordinators. The project included a quantitative survey of nurses and semistructured interviews with managers and coordinators. Under a strongly neo-liberal state government in Victoria, Australia, services were fundamentally restructured through tendering processes. A competitive, productivist culture was introduced that challenged the professional ethos of nurses and a primary health orientation to the care of mothers and infants. This paper focuses on the pressures that the entrepreneurial environment presented to maternal and child health nurses' identity and collegial relations and to the coordination role. It argues that coordinators emerged as a significant nursing management group at the interface of administrative change and the management of professional practice. Although many nurses skilfully negotiated tensions with peers and management, their leadership role needs further clarification and support. [source] Centennial history and leadership of College of Nursing, Yonsei UniversityJAPAN JOURNAL OF NURSING SCIENCE, Issue 2 2006Chung Yul LEE Abstract In 2006, the College of Nursing, Yonsei University, celerated its centennial history as being the first formal nursing education institution that has been producing graduates every year in Korea since 1906. The purpose of this paper was to illustrate the contribution to nursing education, nursing and health policy, international participation, and nursing leadership of the college. Based its contribution, the college can be recognized as the leading nursing school in South Korea, leading Korean nursing throughout the 20th century. [source] Nursing Home Facility Risk Factors for Infection and Hospitalization: Importance of Registered Nurse Turnover, Administration, and Social FactorsJOURNAL OF AMERICAN GERIATRICS SOCIETY, Issue 12 2002Sheryl Zimmerman PhD OBJECTIVES: Determine the relationship between a broad array of structure and process elements of nursing home care and (a) resident infection and (b) hospitalization for infection. DESIGN: Baseline data were collected from September 1992 through March 1995, and residents were followed for 2 years; facility data were collected at the midpoint of follow-up. SETTING: A stratified random sample of 59 nursing homes across Maryland. PARTICIPANTS: Two thousand fifteen new admissions aged 65 and older. MEASUREMENTS: Facility-level data were collected from interviews with facility administrators, directors of nursing, and activity directors; record abstraction; and direct observation. Main outcome measures included infection (written diagnosis, a course of antibiotic therapy, or radiographic confirmation of pneumonia) and hospitalization for infection (indicated on medical records). RESULTS: The 2-year rate of infection was 1.20 episodes per 100 resident days, and the hospitalization rate for infection was 0.17 admissions per 100 resident days. Except for registered nurse (RN) turnover, which related to both infection and hospitalization, different variables related to each outcome. High rates of incident infection were associated with more Medicare recipients, high levels of physical/occupational therapist staffing, high licensed practical nurse staffing, low nurses' aide staffing, high intensity of medical and therapeutic services, dementia training, staff privacy, and low levels of psychotropic medication use. High rates of hospitalization for infection were associated with for-profit ownership, chain affiliation, poor environmental quality, lack of resident privacy, lack of administrative emphasis on staff satisfaction, and low family/friend visitation rates. Adjustment for resident sex, age, race, education, marital status, number of morbid diagnoses, functional status, and Resource Utilization Group, Version III score did not alter the relationship between the structure and process of care and outcomes. CONCLUSIONS: The association between RN turnover and both outcomes underscores the relationship between nursing leadership and quality of care in these settings. The relationship between hospitalization for infection and for-profit ownership and chain affiliation could reflect policies not to treat acute illnesses in house. The link between social factors of care (environmental quality, prioritizing staff satisfaction, resident privacy, and facility visitation) and hospitalization indicates that a nonmedical model of care may not jeopardize, and may in fact benefit, health-related outcomes. All of these facility characteristics may be modifiable, may affect healthcare costs, and may hold promise for other, less-medical, forms of residential long-term care. [source] The role of the mental health nursing leadershipJOURNAL OF NURSING MANAGEMENT, Issue 4 2010ANNE LISE HOLM RPN holm a.l. & severinsson e. (2010) Journal of Nursing Management18, 463,471 The role of the mental health nursing leadership Aim, The aim of the present study was to illuminate what the mental health nursing (MHN) leader needs in order to develop her/his leadership role. Background, MHN leadership has tended to focus on the nature of the care provided rather than the development of the role. Method, This literature review (1998,2008) examines papers from the past decade by means of a synthesis of empirical studies. Results, Three themes emerged: ,,clarifying role expectations and areas for development at the same time as increasing the influence on patients with mental health problems; ,,using evidence-based practice to implement improvements and organizational change in mental health; and ,,employing communication skills as well as supporting, nurturing and empowering others. Conclusion, This review provided evidence that the MHN leader needs various skills in order to make enlightened changes that can meet the needs of both patients and staff. Implications for nursing management, The MHN leader needs to explore the range of tasks involved in leadership in order to define role expectations and areas for development. These areas include enhancing patient care; reliance on team work; and attending to the personal life of the staff; increasing collaboration within the organization as well as with the community; utilizing the best available evidence; and communicating in order to improve the organization. [source] Lamp light on leadership: clinical leadership and Florence NightingaleJOURNAL OF NURSING MANAGEMENT, Issue 2 2010BA Ng, DAVID STANLEY NursD, Dip HE (Nursing) stanley d. & sherratt a. (2010) Journal of Nursing Management 18, 115,121 Lamp light on leadership: clinical leadership and Florence Nightingale Aims, The purpose of the present study was to use the example of Florence Nightingales' nursing experience to highlight the differences between nursing leadership and clinical leadership with a focus on Miss Nightingales' clinical leadership attributes. Background, 2010 marks the centenary of the death of Florence Nightingale. As this significant date approaches this paper reflects on her contribution to nursing in relation to more recent insights into clinical leadership. Evaluation, Literature has been used to explore issues related to nursing leadership, clinical leadership and the life and characteristics of Florence Nightingale. Key issues, There are a few parts of Florence's character which fit the profile of a clinical leader. However, Miss Nightingale was not a clinical leader she was a powerful and successful role model for the academic, political and managerial domains of nursing. Conclusion, There are other ways to lead and other types of leaders and leadership that nursing and the health service needs to foster, discover and recognize. Implications for nursing management, Clinical leaders should be celebrated and recognized in their own right. Both clinical leaders and nursing leaders are important and need to work collaboratively to enhance patient care and to positively enhance the profession of nursing. [source] Emotional intelligence in relation to nursing leadership: does it matter?JOURNAL OF NURSING MANAGEMENT, Issue 3 2009REBECCA FEATHER MSN Aim, Discuss the importance of studying emotional intelligence (EI) of nursing leaders and the job satisfaction of nursing staff. Background, The nursing shortage and issues with retention signifies the importance of assessing the influence nurse managers have on staff job satisfaction. Evaluation, A review of the literature on the development of EI and the level of study involving nursing leadership was conducted to determine the need for further research in this area. Key issues, Neurobehavioural research involving the limbic system has indicated that EI can be learned through educational programmes. Conclusion, There is a need for further research in the area of EI of nurse managers in their role as leaders and the impact they have on the job satisfaction level of their nursing staff. Implications for nursing management, The increasing nursing shortage and turnover rates signify the importance of research in the EI level of nursing leaders. Future research may include implementing educational programmes in the area of EI for nursing leaders resulting in a more positive work environment. Determining if EI influences nursing job satisfaction will provide a foundation for ongoing programme implementation to support and develop our nursing leaders. [source] Nursing leadership and management effects work environmentsJOURNAL OF NURSING MANAGEMENT, Issue 1 2009ANN MARRINER TOMEY PhD Aim, The aim of this literature search was to identify recent research related to nursing leadership and management effects on work environment using the 14 forces of magnetism. Background, This article gives some historical perspective from the original 1983 American Academy of Nursing study through to the 2002 McClure and Hinshaw update to 2009 publications. Evaluation, Research publications were given a priority for references. Key issues, The 14 forces of magnetism as identified by Unden and Monarch were: ,1. Quality of leadership,, 2. Organizational structure,, 3. Management style,, 4. Personnel policies and programs,, 5. Professional models of care,, 6. Quality of care,, 7 Quality improvement,, 8. Consultation and resources,, 9. Autonomy,, 10. Community and the hospital,, 11. Nurse as teacher,, 12. Image of nursing,, 13. Interdisciplinary relationships, and 14. Professional development,.'. Conclusions, Correlations have been found among positive workplace management initiatives, style of transformational leadership and participative management; patient-to-nurse ratios; education levels of nurses; quality of patient care, patient satisfaction, employee health and well-being programmes; nurse satisfaction and retention of nurses; healthy workplace environments and healthy patients and personnel. Implications for nursing management, This article identifies some of the research that provides evidence for evidence-based nursing management and leadership practice. [source] Factors influencing job satisfaction of front line nurse managers: a systematic reviewJOURNAL OF NURSING MANAGEMENT, Issue 7 2008HOW LEE BScN Aim, The purpose of this study was to systematically review the research literature that examined the determinants of front line nurse managers' job satisfaction. Background, Front line managers are the vital link between senior management and clinical nurses. They influence organizational culture and outcomes for patients and staff so their job satisfaction and ultimately retention is of importance. Evaluations, A review of research articles that examined the determinants of front line nurse managers' job satisfaction was conducted. These managers supervise staff nurses and have direct responsibility for the management of a nursing unit or team in any type of healthcare facility. Fourteen studies were included in the final analysis. Key issues, Evidence of significant positive relationships were found between span of control, organizational support, empowerment and the job satisfaction of front line nurse managers. Conclusion, The review suggests that job satisfaction of front line managers may be improved by addressing span of control and workload, increasing organizational support from supervisors and empowering managers to participate in decision-making. Implications for Nursing Management, Healthcare organizations may enhance the recruitment, retention and sustainability of future nursing leadership by addressing the factors that influence job satisfaction of front line managers. [source] The relationship between nursing leadership and nurses' job satisfaction in Canadian oncology work environmentsJOURNAL OF NURSING MANAGEMENT, Issue 5 2008GRETA G. CUMMINGS PhD Background, Current Canadian oncology work environments are challenged by the same workforce statistics as other nursing specialties: nurses are among the most overworked, stressed and sick workers, and more than 8% of the nursing workforce is absent each week due to illness. Aim, To develop and estimate a theoretical model of work environment factors affecting oncology nurses' job satisfaction. Methods, The sample consisted of 515 registered nurses working in oncology settings across Canada. The theoretical model was tested as a structural equation model using LISREL 8.54. Results, The final model fitted the data acceptably (,2 = 58.0, d.f. = 44, P = 0.08). Relational leadership and physician/nurse relationships significantly influenced opportunities for staff development, RN staffing adequacy, nurse autonomy, participation in policy decisions, support for innovative ideas and supervisor support in managing conflict, which in turn increased nurses' job satisfaction. Conclusions, These findings suggest that relational leadership and positive relationships among nurses, managers and physicians play an important role in quality oncology nursing environments and nurses' job satisfaction. Implications for nursing management, Oncology nursing work environments can be improved by focusing on modifiable factors such as leadership, staff development and staffing resources, leading to better job satisfaction and hopefully retention of nurses. [source] Examining the knowledge, attitude and use of research by nursesJOURNAL OF NURSING MANAGEMENT, Issue 3 2008ANN BONNER MA, B App Sc (Nursing), MRCNA Aim, This study sought to determine the knowledge, attitudes and use of research by nurses. Background, There is little evidence about whether nurses are aware of using research and how much research they use in their clinical practice. Method, Using a descriptive design, 347 registered and Enrolled Nurses completed the Edmonton Research Orientation Survey. Results, Senior Nurse Managers were more likely to have a positive attitude towards research, and completion of university subjects on nursing research was significant in determining attitude and knowledge of research. All nurses, regardless of position identified barriers to performing research. Conclusion, Nurses require specific research education, clinical nursing leadership and work environments conducive to ensure practice is evidenced-based. Implications for nursing management, A positive attitude towards research by Senior Nurse Managers has the potential to influence other nurses in establishing an active nursing research culture and promote evidence-based practice in the workplace. [source] Building the capacity for evidence-based clinical nursing leadership: the role of executive co-coaching and group clinical supervision for quality patient servicesJOURNAL OF NURSING MANAGEMENT, Issue 2 2007BA (Hons), JO ALLEYNE DProf Aim, The general aims of this article were to facilitate primary care nurses (District Nurse Team Leaders) to link management and leadership theories with clinical practice and to improve the quality of the service provided to their patients. The specific aim was to identify, create and evaluate effective processes for collaborative working so that the nurses' capacity for clinical decision-making could be improved. Background, This article, part of a doctoral study on Clinical Leadership in Nursing, has wider application in the workplace of the future where professional standards based on collaboration will be more critical in a world of work that will be increasingly complex and uncertain. This article heralds the type of research and development activities that the nursing and midwifery professions should give premier attention to, particularly given the recent developments within the National Health Service in the United Kingdom. The implications of: Agenda for Change, the Knowledge and Skills Framework, ,Our Health, Our Care, Our Say' and the recent proposals from the article Modernising Nursing Career, to name but a few, are the key influences impacting on and demanding new ways of clinical supervision for nurses and midwives to improve the quality of patient management and services. Method, The overall approach was based on an action research using a collaborative enquiry within a case study. This was facilitated by a process of executive co-coaching for focused group clinical supervision sessions involving six district nurses as co-researchers and two professional doctoral candidates as the main researchers. The enquiry conducted over a period of two and a half years used evidence-based management and leadership interventions to assist the participants to develop ,actionable knowledge'. Group clinical supervision was not practised in this study as a form of ,therapy' but as a focus for the development of actionable knowledge, knowledge needed for effective clinical management and leadership in the workplace. Findings, ,,Management and leadership interventions and approaches have significantly influenced the participants' capacity to improve the quality of services provided to their patients. ,,Using various techniques, tools, methods and frameworks presented at the sessions increased participants' confidence to perform. ,,A structured approach like the Clinical Nursing Leadership Learning and Action Process (CLINLAP) model makes implementing change more practical and manageable within a turbulent care environment. The process of Stakeholder Mapping and Management made getting agreement to do things differently much easier. Generally it is clear that many nurses and midwives, according to the participants, have to carry out management and leadership activities in their day-to-day practice. The traditional boundary between the private, the public and the voluntary sector management is increasingly becoming blurred. Conclusion, It is conclusive that the district nurses on this innovative programme demonstrated how they were making sense of patterns from the past, planning for the future and facilitating the clinical nursing leadership processes today to improve quality patient services tomorrow. Their improved capacity to manage change and lead people was demonstrated, for example, through their questioning attitudes about the dominance of general practitioners. They did this, for example, by initiating and leading case conferences with the multi-disciplinary teams. It became evident from this study that to use group clinical supervision with an executive co-coaching approach for the implementation and to sustain quality service demand that ,good nursing' is accepted as being synonymous with ,good management'. This is the future of ,new nursing'. [source] Enabling student placement through strategic partnerships between a health-care organization and tertiary institutionsJOURNAL OF NURSING MANAGEMENT, Issue 1 2007AMANDA HENDERSON RN RM ICU (Cert) BSc GradDipNurs(Ed) MSc Soc PhD Nursing management needs to demonstrate its commitment to clinical education for undergraduate nursing students. The vision for the nursing leadership and management team at Princess Alexandra Hospital is to guide and support the development of hospital clinicians, at all levels in the organization, to effectively facilitate undergraduate students' learning during their clinical practical experiences. This paper examines the evolution of the meaning, commitment and practices that have been intrinsic to the development of strategic partnerships between the health-care organization and tertiary institutions to ensure that hospital staff who consistently facilitate student learning in the clinical context are well supported. The partnerships are based on open channels of communication between the health-care organization and the tertiary institutions whereby each party identifies its needs and priorities. This has resulted in increased hospital staff satisfaction through greater involvement by them in the placements of students, and enhanced understanding of clinicians of the student placement process that has contributed to improved satisfaction and outcomes for the students. [source] Paths to nursing leadershipJOURNAL OF NURSING MANAGEMENT, Issue 5 2006TERESE BONDAS PhD Aim, The aim was to explore why nurses enter nursing leadership and apply for a management position in health care. The study is part of a research programme in nursing leadership and evidence-based care. Background, Nursing has not invested enough in the development of nursing leadership for the development of patient care. There is scarce research on nurses' motives and reasons for committing themselves to a career in nursing leadership. Method, A strategic sample of 68 Finnish nurse leaders completed a semistructured questionnaire. Analytic induction was applied in an attempt to generate a theory. Findings, A theory, Paths to Nursing Leadership, is proposed for further research. Four different paths were found according to variations between the nurse leaders' education, primary commitment and situational factors. They are called the Path of Ideals, the Path of Chance, the Career Path and the Temporary Path. Conclusion, Situational factors and role models of good but also bad nursing leadership besides motivational and educational factors have played a significant role when Finnish nurses have entered nursing leadership. The educational requirements for nurse leaders and recruitment to nursing management positions need serious attention in order to develop a competent nursing leadership. [source] Nurse leadership within primary care: the perceptions of community nurses, GPs, policy makers and members of the publicJOURNAL OF NURSING MANAGEMENT, Issue 1 2004AdvDipEd, DipN (Lond), FRCS, Hugh McKenna BSc(Hons) Aim, The aim of this section of a wider study was to seek the views of community nurses, general practitioners, members of the public and policy makers on nursing leadership in primary care. The wider study aimed to review the role and function of primary care services and community nursing with reference to developments in practice, education, research and policy. Background, Key messages, challenges and opportunities for leaders within nursing have been highlighted in the literature and in turn emphasis placed on the positive effect this would have on improved quality of services [Department of Health and Social Services (1998) Valuing Diversity.. A Way Forward. Department of Health and Social Service, Belfast]. In order to grasp these opportunities, nursing has to invest in the development of leaders. Methods, A two round Delphi technique was employed using a focus group approach in round one and a postal questionnaire in round two. Semi-structured interviews were carried out with senior policy makers. Results, Findings show that there was agreement that strong leadership was needed for the development of community nursing but that at present there is confusion and disagreement over whether it exists currently. Other findings focus on problems inherent in identifying future nurse leaders. Conclusion, The traditional subservient culture of community nursing is blamed for the perceived inability to nurture strong leaders. Recommendations are made for the development of nurse leaders. [source] Nursing leadership and health sector reformNURSING INQUIRY, Issue 2 2001Chris Borthwick Nursing leadership and health sector reform The political, technological and economic changes that have occurred over the past decade are increasingly difficult to manage within the traditional framework of health-care, and the organisation of health-care is seen to need radical reform to sweep away many of the internal barriers that now divide one form of health-care, and one profession, from another. Nursing must equip itself with skills in advocacy and political action to influence the direction the system will take. Nursing currently suffers from a weakness in self-concept that goes hand in hand with a weakness in political status, and nursing leadership must build the foundations for both advocacy for others and self-advocacy for the nursing movement. The profession faces tensions between different conceptions of its role and status, its relationship to medicine, and its relationship to health. Health indices are tightly linked to status, and to trust, hope, and control of one's own life. Can nurses help empower others when they are not particularly good at empowering themselves? What will the role of the nurse be in creating the information flows that will guide people toward health? Nursing's long history of adaptation to an unsettled and negotiated status may mean that it is better fitted to make this adaptation than other more confident disciplines. [source] Work narratives: Gender and race in professional personhoodRESEARCH IN NURSING & HEALTH, Issue 5 2003Mary-Therese Dombeck Abstract An ethnographic study was conducted to explore how nurses construe and understand their professional culture and their professional personhood. The sample was 36 nurses ranging in age from 26 to 63 (12 African American women, 11 White women, 13 men 12 White and 1 Caribbean Islander). Data were gathered through participant observation, audiotaped individual conversations, a process of seven consecutive group sessions, and short narratives written by the nurses in group sessions. The data were analyzed: (a) by a coding system that focused on the formal and informal roles, rules, and relationships in work and school settings; and (b) by examining the changes in participants' narratives about their professional identity during the process of the group meetings. All the nurses in the sample had been profoundly affected by the socially accepted "feminine" images of nursing. The findings also revealed racial issues in the nursing profession. The implications of this study point to the need for new models of nursing education and nursing leadership to overcome old images and to make nursing attractive to those from diverse backgrounds. © 2003 Wiley Periodicals, Inc. Res Nurs Health 26:351,365, 2003 [source] | ||||||||||