December 19, 2019.
Below is a collection of leadership articles I have been collecting over 2019 - browse and be inspired! Happy Holidays!
*what good is an abstract without the full-text? If you can't access any of the articles below, please request through this form.
Healthc Manage Forum. 2019 Dec 11:840470419890634. doi: 10.1177/0840470419890634. [Epub ahead of print]
Saxe-Braithwaite M(1), Gautreau S(2).
There is limited research on authentic leadership in senior leaders of healthcare organizations. The purpose of this study was to investigate authentic leadership from the perspectives of 14 healthcare Chief Executive Officers (CEOs) and 70 senior-level direct reports using the validated Authentic Leadership Questionnaire (ALQ) and one-on-one interviews. CEOs also completed a 20-hour leadership curriculum focusing on authentic leadership. Although CEOs rated themselves higher than their direct reports on the total ALQ, it only approached significance (P = .060). Ratings on the four component parts of the ALQ were also higher, but only one was significant (P = .025) with a trend toward significance on another (P = .61). The CEOs' scores were slightly higher after their self-directed study but only one component was significant (P = .040). Interviews with the CEOs and direct reports underscore how healthcare leadership and authentic leadership specifically is viewed depending on organizational roles.
Harvard Business Review Digital Articles. 4th March, 2019. p.2- 5.
5 Ways to help your team be open to change. - access here
J Contin Educ Nurs. 2019 Oct 1;50(10):463-468. doi: 10.3928/00220124-20190917-08.
Stephenson E, Poore J, Byrne BJ, Dwyer J, Ebert D, Hasty G, Schroedle K, Turner J, Cooper D.
As interprofessional teams and interprofessional practice become the norm in health care, there is an increasing need for interprofessional educator development to prepare health care students and staff for these new roles. This article describes the development, implementation, and results of an Interprofessional Educator Development Course (IPEDC) for simulation that was created to train clinical educators, practicing professionals, and academic faculty from all health care professions in simulation methodology. The authors, working across disciplines and professions, describe the benefits, limitations, and outcomes of this approach and explain how they met the needs of the involved stakeholders. [J Contin Educ Nurs. 2019;50(10):463-468.].
Healthc Manage Forum. 2020 Jan;33(1):25-29. doi: 10.1177/0840470419869035. Epub 2019 Sep 22.
Dickson G(1)(2), Van Aerde J(2), Tholl B(1).
This article looks at the current state of health leadership in terms of expectations for professionalism: controlled entry, exit, and licensure/certification; a social contract to provide public services for the good of Canadians; and a unique body of knowledge and practice generally accepted. Looking to the future, and using the same three criteria, a compelling case for pursuing the professionalization of health leadership is made using LEADS as a roadmap. The article also outlines how to realize the professionalization of health leadership in Canada and why it is important to do so.
System leadership : where can our leaders practise without breaking things? - access here
Patterson, M. London : The King's Fund, 2019.
This article looks at the need for leaders in health and social care to connect with as many parts of the system as they can.
J Contin Educ Health Prof. 2019 Fall;39(4):260-268. - - this journal is available through the eJournals catalogue
Continuing Professional Development Engagement-A UK-based Concept Analysis.
Hearle D(1), Lawson S.
INTRODUCTION: Although much literature exists regarding the operationalization of the term engagement, this relates specifically to work/employee engagement and user, consumer, and scholarly engagement. There is no clear understanding of the term Continuing Professional Development (CPD) engagement for allied health professionals and Nurses and Midwives in the UK, although it is becoming a frequently used term. This raises the challenge of creating measures of the impact of CPD engagement. This concept analysis therefore sought to operationalize the term CPD engagement.
METHODS: A theoretical concept analysis was undertaken, as part of a Professional Doctorate, using Walker and Avant's Concept Analysis Framework. Literature was accessed via OVID, PubMed, CINAHL, ERIC, ABI INFO, and PsychINFO using search terms engagement, work/employee, user, consumer, scholarly engagement, CPD, and life-long learning.
RESULTS: Defining attributes for CPD engagement included criteria based around the terms such as self-initiated, voluntary, applied, recorded, evaluated and shared, and continuation of learning beyond the initial activity. Antecedents focused around drive and availability of resources including time, money, and support.
DISCUSSION: There are potentially many positive consequences of CPD engagement, such as job satisfaction, employee retention, and quality of service provision, that may be more easily investigated and measured against the attributes defined from this study, which indicates that CPD engagement is characterized by the following five criteria: (1) self-initiated; (2) rewarded (either intrinsically or extrinsically); (3) applied in practice; (4) recorded, evaluated, and shared with others; and finally (5) continues beyond the initial learning activity.
Harvard business review 97(6), 2019, p.82-91.
The truth about open offices. - access here
Bernstein, E. and Waber, B.
In theory, open offices, messaging, and virtual-meeting software make people more visible and available. But as the physical and technological structures for omnichannel collaboration have spread, evidence suggests they are producing less meaningful interaction, not more. This happens because individuals, not organisations, decide when and how to engage with others. Considers how organisations can start to understand how to achieve the kinds of collaboration they want.
Healthc Manage Forum. 2019 Nov;32(6):307-312. doi: 10.1177/0840470419867427. Epub 2019 Aug 25.
Votova K(1)(2), Laberge AM(3), Grimshaw JM(4), Wilson B(5).
When evidence thresholds are met, adopting healthcare innovations should add value, and this is forgone when evidence is not translated into practice. Activities that are not supported by evidence lead to ineffective or unnecessary care, or harm, poor outcomes, and low-value healthcare. This article provides an overview of implementation science, which is the scientific study of why implementation succeeds or fails. We draw parallels between the LEADS in a Caring Environment leadership framework and implementation science process models and frameworks. Taken together, the principles and practices in LEADS and the aims of implementation science are effectively quite similar and can be useful for healthcare management looking to optimize resources when implementing evidence-based practice and innovation into routine clinical care.
Nurs Leadersh (Tor Ont). 2019 Sep;32(3):40-56. doi: 10.12927/cjnl.2019.25973. - - this journal is available through the eJournals catalogue
Toward Resilient Nurse Leaders: The Leadership-In-Action Program in Nursing (LEAP-IN).
Clausen C(1), Emed J(2), Frunchak V(3), Purden M(4), Bruno FS(5).
Leadership is a critical component of health system performance. This paper describes a tailored leadership development program for nurse managers in an academic health network in Montreal, Canada, developed in collaboration with a university school of continuing studies. This program is aimed toward strengthening individual leadership competencies and developing a resilient nursing leadership community of practice. In total, 26 nurse managers across the health network participated in the program. Senior nurse directors participated by facilitating group discussions with the nurse managers. Program content was developed through a participative process and in direct response to senior leadership participation through online surveys, interviews and focus groups. An experiential learning approach was used to analyze incidents, explore problems and develop projects specific to the learners' context. The present paper describes the development of this program, outlines plans for evaluation and discusses the lessons learned throughout this process.
Leadersh Health Serv (Bradf Engl). 2018 Oct 1;31(4):452-467. doi: 10.1108/LHS-06-2016-0026. Epub 2018 Mar 15.
Smith T(1), Fowler-Davis S(2), Nancarrow S(3), Ariss SMB(4), Enderby P(4).
Purpose The purpose of this study is to review evidence on the nature of effective leadership in interprofessional health and social care teams. Design/methodology/approach A critical review and thematic synthesis of research literature conducted using systematic methods to identify and construct a framework to explain the available evidence about leadership in interprofessional health and social care teams. Findings Twenty-eight papers were reviewed and contributed to the framework for interprofessional leadership. Twelve themes emerged from the literature, the themes were: facilitate shared leadership; transformation and change; personal qualities; goal alignment; creativity and innovation; communication; team-building; leadership clarity; direction setting; external liaison; skill mix and diversity; clinical and contextual expertise. The discussion includes some comparative analysis with theories and themes in team management and team leadership. Originality/value This research identifies some of the characteristics of effective leadership of interprofessional health and social care teams. By capturing and synthesising the literature, it is clear that effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement. Further research is required to deepen the understanding of the degree to which team leadership results in better outcomes for both patients and teams.
Nurs Leadersh (Tor Ont). 2019 Jun;32(2):19-30. doi: 10.12927/cjnl.2019.25964. - - this journal is available through the eJournals catalogue
Big Data: Why Should Canadian Nurse Leaders Care?
Remus S(1), Donelle L(2).
Big data using data science methods (data analytics) has the potential to effectively inform strategies to address complex healthcare challenges. However, this potential can only be realized if healthcare professionals have the requisite depth and breadth of knowledge (i.e., informatics competencies). With the emergence of electronic health records (EHRs - commonly known as clinical information systems [CISs]) in healthcare organizations, data analytics that can "interrogate" CIS big data are now possible. In its digitized form, CIS healthcare data meant to support real-time, evidence-based practice decisions and guide new health policy directions remain more of a conceptual promise than a practice reality. Further, the "data rich information poor" phenomenon existing with today's CISs is often the reality for nurses who document more patient information compared to other healthcare professionals and get negligible results in return. However, data science methods when applied to CIS big data are "uncovering" new evidence currently unavailable through traditional data analytic approaches. Big data science is predicted to provide immense opportunities for nurse leaders by offering robust, electronic tools, which support informed decision-making at corporate tables and "arm" all point-of-care/service clinicians with real-time evidence. In this article, we provide a perspective on how the field of data science can enable informatics-savvy nurse executives to lead clinical transformation in the development of the next generation of evidence-based practice, "practice-based evidence."
Nurs Manage. 2019 Nov;50(11):6-12. doi: 10.1097/01.NUMA.0000602800.19443.68. - - this journal is available through the eJournals catalogue
Cultivating a culture of innovation.
Nurs Adm Q. 2019 Oct/Dec;43(4):306-312. doi: 10.1097/NAQ.0000000000000367. - - this journal is available through the eJournals catalogue
Creativity and Innovation: An Essential Competency for the Nurse Leader.
Innovation keeps an organization competitive and adaptive to change. Nurse leaders are looking for new ways to innovate and transform, being challenged to influence quality, design new care delivery models, and create workplaces that empower nurses to advance new ideas that lead to innovation. Innovation involves risk as well as new ways of thinking. The workforce must feel confident that a creative approach to problem-solving is valued and supported. The nurse leader must role model use of creative approaches to problem-solving and promote a spirit of innovation among today's workforce. The nurse leader can learn to be more creative and can use education to empower staff to use creative thinking techniques to solve problems in practice. The transformational nurse leader can use any one or more of the tools and techniques offered in this article to inspire and educate the workforce on creative approaches to problem-solving and ultimately to generate innovative solutions to real practice problems.
J Nurs Adm. 2019 Dec;49(12):617-623. doi: 10.1097/NNA.0000000000000825. - - this journal is available through the eJournals catalogue
Increasing Nursing Research Program Visibility: A Systematic Review and Implementation of the Evidence.
Scala E(1), Whalen M, Parks J, Ascenzi J, Pandian V.
In healthcare, timely communication of critical information is imperative among workforce members. Nurse leaders struggle with how to reach clinical staff effectively when informing them of program updates, practice changes, or available resources. This article provides a review of the marketing and communication literature sharing best practices for improving visibility and program uptake for infrastructure supporting the conduct of inquiry projects among hospital employees using an evidence-based practice approach.
J Nurs Adm. 2019 Dec;49(12):610-616. doi: 10.1097/NNA.0000000000000824. - - this journal is available through the eJournals catalogue
A Virtual Nursing Journal Club: Bridging the Gap Between Research Evidence and Clinical Practice.
Rosen J(1), Ryan M.
Creating a nursing journal club is an initiative to promote nurses' use of best evidence in practice. A virtual nursing journal club (VNJC) was implemented in a Magnet-designated, midsize community hospital. The VNJC fostered nurses' reading nursing research studies and subsequent interaction with other nurses. The VNJC's formation, implementation, and evaluation are described. Quantitative and qualitative research critique items and an evaluation form are included that are essential to the site's ongoing processes.
J Nurs Adm. 2019 Jul/Aug;49(7-8):366-371. doi: 10.1097/NNA.0000000000000769. - - this journal is available through the eJournals catalogue
The Experience of Being a Millennial Nurse Manager.
Saifman H(1), Sherman RO.
OBJECTIVE: The aim of this study was to explore the experience of being a Millennial nurse manager with a goal to better understand the influence of organizational factors on role expectations, satisfaction, support, development, and intent to stay.
BACKGROUND: Research on Millennial nurse leaders is scarce. Understanding the perception of these young managers is needed to create succession and retention planning that meets the needs of this generation of leaders.
METHOD: A national sample of 25 Millennial nurse managers participated in a qualitative interpretative phenomenological study. Audio-recorded telephone interviews were conducted and analyzed.
RESULTS: Millennial leaders have a unique perspective on role expectations and support variables. Seven themes of experience emerged: coming into the role, learning as I go, having the support of my director, making an impact, helping staff succeed, and managing change.
CONCLUSIONS: Opportunities to develop and retain Millennial leaders are shaped by understanding the support variables that are important to them.
Nurs Manag (Harrow). 2019 Dec 2;26(6):36-43. doi: 10.7748/nm.2019.e1872. Epub 2019 Nov 22.
Elizabeth Marran J(1).
Healthcare delivery is challenging and complex, At some point, most healthcare professionals, including nurses, will be directly or indirectly involved in adverse events, such as medication errors, patient safety incidents, witnessing adverse events and near misses. While the patient is considered the first and most important 'victim' of such events, the healthcare professional involved is often considered the 'second victim'. Second victims often experience negative psychological effects due to the event, may feel they have failed the patient and can doubt their clinical skills and knowledge base. This may lead to absenteeism and their leaving their profession. This article explores the concept of healthcare professionals as second victims, as well as the effects of adverse events on these individuals, their managers and healthcare organisations. It also details the investigation process, the healthcare professional's legal and professional responsibilities after an adverse event, and the resources and services available to support second victims.