Context and the leadership experiences and perceptions of professionals

Jefferson, Therese; Klass, Des; Lord, Linley; Nowak, Margaret; Thomas, GN

doi:10.1108/jhom-07-2012-0129

Cited by 8 publications

(5 citation statements)

References 66 publications

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“…Nurses and nurse leaders were frequently pulled between managerial claims for authority and those of doctors based on their professional expertise and jurisdiction (Jefferson et al, 2012). Consequently, they struggled to sustain whatever influence they exercised against competing perceptions and entrenched ways of thinking about leadership.…”

Section: Stakeholder Interpretationsmentioning

confidence: 99%

The reforming appeal of distributed leadership

Beirne

2017

British Journal of Healthcare Management

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With a systematic literature review, this article examines the significance of distributed leadership in health care, assessing the extent to which it reflects a consistent set of values, meanings, practices and outcomes. It identifies key mediating factors and their importance in enabling or constraining distributive leadership processes. The findings indicate that clinicians without formal leadership titles are inspiring change and driving improvements, although countervailing pressures are limiting this in practice. Distributed leadership is evident in the way that clinical teams function, and more could be made of this for the modernization of health care. At present this potential tends to be constrained, and subject to competing interpretations that reflect distinct occupational identities. Greater attention could be given to educational and developmental programmes that claim space for distributed influence among current and aspiring leaders, and for enabling arrangements that can help 'ordinary leaders' to feel less vulnerable and more confident about this aspect of their practice. Established approaches to leader development could be usefully refocused to prioritize collective processes and refine relational abilities, ideally with more inclusive, joint venture initiatives that bring formal and informal leaders together for mutual learning and effective engagement.

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Section: Stakeholder Interpretationsmentioning

confidence: 99%

The reforming appeal of distributed leadership

Beirne

2017

British Journal of Healthcare Management

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“…As prescribed by the literature, the trust dimension aggregates attributes related to the leadership’s ability to easily dialogue, give support for the accomplishments of activities, show concern for the team’s welfare in the work environment, allow participation in hospital decision-making and respect individual rights (Bowie, 2000; Park and Kim, 2009; Tuan, 2015; Freire and Azevedo, 2015; Udod et al (2017). Trust in hospital leaders had already been deemed important to nursing professionals in previous studies carried out by Sellgren et al (2007), Hayes et al (2010), Huang et al (2010), Siqueira and Kurcgant (2012), Jefferson et al (2014), Freire and Azevedo (2015), Chiarini and Baccarani (2016), Robson and Robson (2016), Udod et al (2017), among others. On the other hand, the attributes related to role clarity, which was believed to be part of the trust dimension as stated in the literature (Cortese et al , 2010; Lu et al , 2012, Mun et al , 2015), constituted a distinct dimension designated role clarity containing items related to the absence of ambiguity as far as what management expects from the work performed by nursing professionals.…”

Section: Results and Analysismentioning

confidence: 99%

Brazilian nursing professionals: leadership to generate positive attitudes and behaviours

Araújo

Figueiredo

2019

LHS

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Purpose This paper aims to identify the kind of work environment that should be offered by hospital leaders to their nursing staff in Brazil to generate job satisfaction, organizational commitment and organizational citizenship behaviour within their field of expertise. Design/methodology/approach A survey was applied to 171 nurses and 274 nursing technicians who work at five private hospitals in Brazil. Both factor analysis and regression analysis were used to analyse the study model. Findings The results indicate that to stimulate positive behaviours and attitudes among nursing staff, managers should mainly be concerned about establishing a clear and effective communication with their professionals to ensure role clarity, promote a good working environment and encourage relationships based on trust. Research limitations/implications The limitations of the study are absence of the researcher while the questionnaires were filled out and the fact that the sample comprised respondents who made themselves available to participate in the research. Practical implications This study contributes to elucidate the factors that can promote a good internal climate for nursing staff, assisting hospital leaders to face the huge managerial challenges of managing, retaining and advancing these professionals. Originality/value The findings contribute to the body of knowledge in leadership among nursing professionals in developing countries. Hospital leaders in Brazil should encourage trusting relationships with nursing professionals through clear, effective and respectful communications, besides investing in team development and promoting a good working environment.

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“…'Managerialist' systems and structures, labelled 'New Public Management', were introduced to more effectively govern the public sector (Calnan and Gabe 2001;O'Reilly and Reed, 2010). These reforms took place within the context of financial crises, increasing healthcare demands, and an ageing nurse workforce (Hassard, et al, 2017;Buchan et al, 2013), with retention problems and skill shortages amongst existing nursing professionals (Jefferson et al, 2014).…”

Section: New Public Managementmentioning

confidence: 99%

A discourse analysis of managerialism and trust amongst nursing professionals

McCabe

Sambrook

2019

The Irish Journal of Management

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This study explores the effects of New Public Management (NPM) on trust amongst nursing professionals, nurses and nurse ward managers within the British National Health Service (NHS). Thirty-nine nurses and nurse ward managers, recruited randomly, participated in semi-structured interviews. The original data, collected in 2000-2002, are re-analysed from a discourse analysis perspective. The findings support and extend contemporary research. They show that nurses have a strong professional identity and commitment and that increasing managerialism is eroding trust. Nurses both accommodate and resist managerialist discourses. They conceptualise trust in terms of their own ward environment, line-manager and colleagues. Trust is reciprocal and related to previous experiences and other factors. Trust is beneficial to healthcare organisations, healthcare professionals and their patients. Good communication and openness positively influence the development of trust. Nurse ward managers play a pivotal role in translating contested managerialist discourse into nursing practice to sustain trust and effect professional patient care.

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Context and the leadership experiences and perceptions of professionals

Cited by 8 publications

References 66 publications

The reforming appeal of distributed leadership

The reforming appeal of distributed leadership

Brazilian nursing professionals: leadership to generate positive attitudes and behaviours

A discourse analysis of managerialism and trust amongst nursing professionals

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