Leadership and responsive care: Principle of Nursing Practice H

McKenzie, Christine; Manley, Kim

doi:10.7748/ns2011.05.25.35.35.c8496

Cited by 7 publications

(10 citation statements)

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“…The findings in relation to Quality of Care were corroborated by McCormack and McCance (), and McKenzie and Manley (). However, perhaps the most critical issue around the recovery of the quality of care is that staff will have to come to terms with their own involvement in the care erosion process.…”

Section: Implications For Nursing Managementsupporting

confidence: 54%

A reflective qualitative appreciative inquiry approach to restoring compassionate care deficits at one United Kingdom health care site

et al. 2018

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A novel approach to addressing care deficits, which provides a promising bottom-up approach, initiated by health care policy makers is suggested for use in other health care settings when concerns about care arise. It is anticipated this approach will prove useful for nurse managers, particularly in relation to finding positive solutions to addressing problems that surround potential failing standards of care in hospitals.

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Section: Implications For Nursing Managementsupporting

confidence: 54%

A reflective qualitative appreciative inquiry approach to restoring compassionate care deficits at one United Kingdom health care site

et al. 2018

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“…The lynchpin for implementing and sustaining these changes is the quality of clinical leadership in practice. 10 …”

Section: What Is Clinical Leadership and Why And How Is This Importanmentioning

confidence: 99%

What are the effective ways to translate clinical leadership into health care quality improvement?

McSherry¹,

Pearce²

2016

JHL

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The presence and/or absence of effective leaders in health care can have a stark consequence on the quality and outcomes of care. The delivery of safe, quality, compassionate health care is dependent on having effective clinical leaders at the frontline. In light of the Kirkup and Francis reports, this article explores some ways of translating clinical leadership into health care quality improvement. This is achieved by exploring what is clinical leadership and why and how this is important to health care quality improvement, clinical leadership, and a duty of candor, along with the importance clinical leadership plays in the provision of quality care improvement and outcomes. Clinical leaders are not predefined roles but emerge from the complex clinical setting by gaining an acquired expertise and from how they then internalize this to develop and facilitate sound relationships within a team. Clinical leaders are effective in facilitating innovation and change through improvement. This is achieved by recognizing, influencing, and empowering individuals through effective communication in order to share and learn from and with each other in practice. The challenge for health care organizations in regard to creating organizational cultures where a duty of candor exists is not to reinvent the wheel by turning something that is simple into something complex, which can become confusing to health care workers, patients, and the public. By focusing on the clinical leader’s role and responsibilities we would argue they play a crucial and pivotal role in influencing, facilitating, supporting, and monitoring that this duty of candor happens in practice. This may be possible by highlighting where and how the duty of candor can be aligned within existing clinical governance frameworks.

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“…The one clear commonality in the job descriptions examined is that team leaders are expected to provide clinical supervision to their teams in the form of mentoring, but this does not extend to monitoring performance for all jobs. McKenzie and Manley () feel that nurse leaders enhance the culture of nursing practice through mentoring and being visible as role models to teams but also suggest there should be a supervisory component in leadership. Therefore, mentoring without the authority of carrying out team appraisals may be an issue that could be addressed through examination of the key attributes of nurse leaders.…”

Section: Resultsmentioning

confidence: 99%

A comparison of job descriptions for nurse practitioners working in out‐of‐hours primary care services: implications for workforce planning, patients and nursing

Teare

Horne

Clements

et al. 2016

Journal of Clinical Nursing

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Aims and objectives To compare and contrast job descriptions for nursing roles in out‐of‐hours services to obtain a general understanding of what is required for a nurse working in this job. Background Out‐of‐hours services provide nursing services to patients either through telephone or face‐to‐face contact in care centres. Many of these services are newly created giving job opportunities to nurses working in this area. It is vital that nurses know what their role entails but also that patients and other professionals know how out‐of‐hours nurses function in terms of competence and clinical role. Design Content analysis of out‐of‐hours job descriptions. Method Content analysis of a convenience sample of 16 job descriptions of out‐of‐hours nurses from five out‐of‐hours care providers across England was undertaken. The findings were narratively synthesised, supported by tabulation. Results Key role descriptors were examined in terms of job titles, managerial skills, clinical skills, professional qualifications and previous experience. Content analysis of each out‐of‐hours job description revealed a lack of consensus in clinical competence and skills required related to job title although there were many similarities in skills across all the roles. Conclusion This study highlights key differences and some similarities between roles and job titles in out‐of‐hours nursing but requires a larger study to inform workforce planning. Relevance to clinical practice Out‐of‐hours nursing is a developing area of practice which requires clarity to ensure patient safety and quality care.

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Leadership and responsive care: Principle of Nursing Practice H

Cited by 7 publications

References 0 publications

A reflective qualitative appreciative inquiry approach to restoring compassionate care deficits at one United Kingdom health care site

A reflective qualitative appreciative inquiry approach to restoring compassionate care deficits at one United Kingdom health care site

What are the effective ways to translate clinical leadership into health care quality improvement?

A comparison of job descriptions for nurse practitioners working in out‐of‐hours primary care services: implications for workforce planning, patients and nursing

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