Setting a course: A critical review of the literature on nurse leadership in Australia

Leadership and registered nurses (RNs) working after‐hours in Residential Aged Care Facilities (RACFs): A structured literature review

“…(). However, Barba, Hu, and Efird () and Hurley and Hutchinson () claimed that a lack of support for education in leadership was an obstacle to providing quality care in the aged care setting with Mitchell and Cooper () and Scott‐Cawiezell et al. () stating that leadership is often the one function that RNs are ill‐prepared to undertake.…”

“…Hurley and Hutchinson () and Venturato and Windsor () argued that the focus on compliance and regulation in aged care limits the opportunity for RNs to act as leaders, to take risks and learn from their mistakes, with the consequence being that they may not develop competence and confidence when undertaking a leadership role. This situation is often exacerbated after‐hours due to lack of support, a focus on clinical tasking and the need to react to residents’ changing needs (Marquis, ).…”

“…Registered nurse leaders, while being accountable for providing safe nursing care to achieve good residents outcomes (Bianco, Dudkiewicz, & Linette, 2014), have minimal access to leadership training programmes in aged care. This limits their opportunities to build leadership competence (Barba et al, 2011;Ekström & Idvall, 2015;Hurley & Hutchinson, 2013), subsequent confidence and their ability to validate these when renewing their registration.…”

“…In particular, eachof these studies identified the importance of good leadership in aged care but did not discuss the importance of the confidence or competence of the RNs after-hours regarding their own leadership abilities.The necessity of a conducive work environment to achieve optimal clinical outcomes was reported byJohansson et al (2010) andJeon et al (2010). However,Barba, Hu, andEfird (2011) andHurley andHutchinson (2013) claimed that a lack of support for education in leadership was an obstacle to providing quality care in the aged care setting withMitchell and Cooper (2006) andScott-Cawiezell et al (2004) stating that leadership is often the one function that RNs are ill-prepared to undertake.…”

Strong leadership: the case for global connections

“…Membership of a society that offers development opportunities to support strong leadership on an international basis has the potential to build a culture of leadership within the profession (Hurley & Hutchinson , Peltzer et al . , Wong ).…”