Boundary matters: clinical leadership and the distinctive disciplinary contribution of nursing to multidisciplinary care

Abstract

Clinical leaders are recognised as practice experts and as leaders in their particular fields. Recognition and influence in and beyond the immediate context of care depends greatly on their ability to articulate the distinct nursing contribution to patient care. This ability provides an essential resource to resist the ongoing blurring, effacement and dilution of nurses' roles.

Encouraging interprofessional collaboration: The effects of clinical protocols

“…As a result, nursing discourses have been “colonised … not only by biomedical discourse, but also managerialist and leadership discourses” (McNamara & Fealy, , p. 3258). Prescribing particular ways of working and being, and doing so using “imported” discourses, acts to minimise the “distinctive contribution of nursing to multidisciplinary care” (McNamara et al., , p. 3502) and in fact reduces the visibility of nursing work (Allen, ) described in its own terms. We suggest that having her work and conduct directed by protocols “colonised” by such a range of discourses reduces the potential for (and of) collaboration by limiting the nurses’ identity and influence.…”

Nurses’, midwives’ and key stakeholders’ experiences and perceptions of a scope of nursing and midwifery practice framework

“…Professional boundaries matter when it comes to professional and disciplinary identity (McNamara et al . ) and role clarity is a necessary condition for clarity around responsibility and accountability for care. If health care is to be improved through expanded practitioner roles then role clarity is essential (Lowe et al .…”

‘Good ethics and moral standing’: a qualitative study of aesthetic leadership in clinical nursing practice

“…Registered nurses employed in designated leadership roles in clinical settings are generally regarded as advanced practitioners in their own clinical specialty (McNamara et al . ), guided by specific domains of practice that include expectations of competent clinical leadership (Fry et al . , Gregorowski et al .…”