Negotiating transformational leadership: A key to effective collaboration

Abstract

Transformational leadership is important because it provides not only direction but it also creates opportunities for professional development. This qualitative investigation explored how medical doctors, in order to be transformative, should negotiate with advanced practice nurses while working in collaboration with them. The results first suggest that medical doctors and advanced practice nurses should negotiate appropriate levels of supervision in their working relationship commensurate with the education and experience that the advanced practice nurses bring to the practice. Second, mentoring should be a reciprocal communication process between medical doctors and advanced practice nurses, where thoughtful feedback facilitates appropriate adjustments in respective communication and time management styles. Third, educating necessitates mutual learning, with each party acknowledging the possibility of learning from the other and being sensitive to the value of what the other contributes to the working relationship. The authors conclude that effective leadership involves negotiating along these dimensions, which will contribute to effective team-building.

Transformational leadership in nursing: a concept analysis

“…However, the competencies considered essential to TFL could be construed as antecedents, including communication, collaboration, coaching skills and mentoring skills (O'Brien et al . , Clavelle , Buckner et al . ).…”

“…Despite the extensive research related to TFL, few antecedents have yet been proposed: leader identity (Johnson et al 2012), emotional intelligence and social skills (Tyczkowski et al 2015). However, the competencies considered essential to TFL could be construed as antecedents, including communication, collaboration, coaching skills and mentoring skills (O'Brien et al 2008, Clavelle 2012, Buckner et al 2014. Most research related to antecedents suggests that further study is warranted.…”

Complexity as a factor for task allocation among general practitioners and nurse practitioners: a narrative review

“…As can be seen in Table 3 [24,57], five from the Netherlands [26,27,49,54,56], one from Norway and Finland [28], five from Canada [29,30,36,41,59] and one from the UK [60]. Eight studies are qualitative in design [23][24][25][26][27][28][29][30] and twenty-one are quantitative [31][32][33][34][35][36][37][38][39][40][41][42][43][44][45][47][48][49][50][51][52]. Additionally, there are four studies in which mixed methods are applied [53,54,59,60], one review [55], one country comparison…”

The development and validation of questionnaire to assess the collaboration and teamwork between doctors and nurses in public hospital in China

“…Although, the traditional hierarchical doctor-nurse relationship is still the norm, interprofessional collaborative relationships are becoming the more commonly defined mode of practice in many healthcare institutions [1,2] . However, this is not so characteristic in China where doctors and nurses in public hospitals have clearly defined and separate professional goals and roles [3][4][5][6][7] . As well, the Chinese healthcare system, though based on an insurance model, has a very different incentive structure to that found in western societies and much larger out-ofpocket co-payments.…”