Collective leadership to improve professional practice, healthcare outcomes and staff well-being

Silva, Jaqueline Alcântara Marcelino da; Mininel, Vivian Aline; Agreli, Heloíse Fernandes; Peduzzi, Marina; Harrison, Reema; Xyrichis, Andreas

doi:10.1002/14651858.cd013850.pub2

Cited by 16 publications

(8 citation statements)

References 122 publications

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“…However, we can compare our fndings with a quasi-experimental, empirical study in one hospital that also found the ECP "positively afects the nurse work environment, job satisfaction and quality of care" [34]. In recent years, leadership of nurses not in designated leadership positions has gained interest, especially after the review by Cummings et al [44] on nurse leadership styles, other stands on clinical leadership (e.g., [27,29,45,46], and leadership as practice (e.g., [47][48][49].…”

Section: Discussionmentioning

confidence: 97%

Nurse Leadership Development: A Qualitative Study of the Dutch Excellent Care Program

Kok

Janssen-Beentjes

Lalleman

et al. 2023

Journal of Nursing Management

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Aims. To understand how nurses perceived the contributions of the Dutch Excellent Care Program, the development of nurses’ leadership, and their ability to positively influence their work environment. Background. Research shows that the nursing work environment influences job satisfaction, retention, and quality of care. Many countries have created programs such as the Excellent Care Program to improve nurses’ leadership and facilitate a positive work environment. Methods. A descriptive qualitative study based on 17 semistructured group interviews (participants N = 52) and directed content analysis using thematic coding. Results. Four program processes contribute to leadership development: (1) nurses taking responsibility for their knowledge and skills development; (2) strengthening organizational structures to improve nursing governance; (3) challenging the status quo with quality-enhancing projects; and (4) enhancing awareness of the supportive role of the nurse manager. Conclusions. The program supported nurses’ leadership development for a positive work environment. The interrelatedness of the four processes enhanced the nurses’ ability to solve day-to-day problems and challenge the status quo that influenced working practices. Implications for Nursing Management. The findings support making improvements to healthcare organizational strategies to encourage nurses to show leadership in their work environment.

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Section: Discussionmentioning

confidence: 97%

Nurse Leadership Development: A Qualitative Study of the Dutch Excellent Care Program

Kok

Janssen-Beentjes

Lalleman

et al. 2023

Journal of Nursing Management

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“…Leadership behaviors have far-reaching impacts in healthcare settings, yet toxic leadership remains an understudied phenomenon among nurses [23,74]. Tis concern is due to evidence linking detrimental leadership with poorer clinical outcomes, staf well-being, and quality care [75].…”

Section: Discussionmentioning

confidence: 99%

Toxic Leadership in Emergency Nurses: Assessing Abusive Supervision and Its Team-Level Impacts on Conflict Management and Organizational Commitment

Alsadaan,

Alqahtani

2024

Journal of Nursing Management

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Background. Emergency departments suffer from authoritarian and manipulative leadership styles that affect team dynamics, emotional exhaustion, and quality patient care. However, little research specifically explores these toxic leadership effects on conflict management and nurses' organizational commitment. Objectives. This cross-sectional study aimed to assess the correlations between perceived toxic leadership, conflict resolution strategies, and commitment dimensions among emergency nurses while evaluating conflict tendencies as a mediating mechanism. Methods. A cross-sectional design that included multiple regression and mediation analyses was utilized. The sample consisted of 387 emergency nurses from five major Saudi hospitals surveyed using validated scales that measure perceived toxic leadership, conflict styles, and organizational commitment. Results. High prevalence rates for perceived authoritarian (77%), narcissistic (75%), and unpredictable (63%) leadership were reported. Increased toxicity was positively related to dominating and avoiding conflict styles but negatively related to integrating and compromising strategies. Toxic leadership is also associated with lower affective/normative commitment but higher continuance commitment. Conflict management partially mediated the leadership-commitment relationship, which explained 29% of the total effect. Finally, higher experience and education predicted greater perceived toxicity. Conclusions. The significant correlations between destructive leadership, adverse conflict, and reduced commitment in emergency nurses underscore the need for context-specific leadership training. Fostering supportive environments through multifaceted interventions can counteract toxicity impacts, impart constructive communication techniques, improve nurse well-being, and ensure high-quality patient care. As conflict tendencies and nurse characteristics influence susceptibility to detrimental leadership, tailored programs addressing experience levels are vital.

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“…Of the many low-quality studies on leadership, metanalyses have attempted to ascertain the effect that this practice has on healthcare outcomes. Leadership may potentially improve team performance, reduce work-related stress but has no proven benefit to healthcare outcomes [20 ▪ ]. Instead, we propose that the concept of team leadership be viewed as a facilitator, a skill and requirement that forms and maintains teams.…”

Section: The Nature Of Dyadsmentioning

confidence: 99%

Team-based care of the thoracic surgical patient

Slowey,

Abernathy

2023

Current Opinion in Anaesthesiology

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Purpose of review Although team-based care has been shown in many sectors to improve outcomes, very little work has been done with the thoracic surgical patient. This review article focuses on this and, extrapolating from other closely related surgical fields, teamwork in thoracic surgery will be reviewed for outcome efficacy and substance. Recent findings The optimal team has been shown to display behaviors that allow them to model future needs, predict disaster, be adaptable to change, and promote team cohesiveness all with a positive effect on perioperative outcome. The suboptimal team will have transactional leadership, poor communication, ineffective conflict resolution, and hold rigid beliefs about other team members. Summary To improve outcome, the thoracic surgical team, centered on the anesthesiologist and surgeon, will display the ‘Big 5’ attributes of highly effective teams. There are attributes of poor teams, which the dyad should avoid in order to increase the team's function and thus outcome.

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Collective leadership to improve professional practice, healthcare outcomes and staff well-being

Cited by 16 publications

References 122 publications

Nurse Leadership Development: A Qualitative Study of the Dutch Excellent Care Program

Nurse Leadership Development: A Qualitative Study of the Dutch Excellent Care Program

Toxic Leadership in Emergency Nurses: Assessing Abusive Supervision and Its Team-Level Impacts on Conflict Management and Organizational Commitment

Team-based care of the thoracic surgical patient

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