Supporting clinical leadership through action: The nurse consultant role

Abstract

The action learning set offered structure to support these clinical leaders to keep them focused across the breadth of their role. Additionally, peer review with external facilitation has enabled these clinical leaders to gain a wider influence and empowered them to lead.

Structural empowerment is a strong predictor of organizational commitment in nurses: A systematic review and meta‐analysis

“…In terms of job performance, these can be the actions and behaviours of individuals that contribute to organizational goals (Rotundo, 2002;Wong & Laschinger, 2013). It can relate more to personal effectiveness when increased self-efficacy, high motivation, increased organizational commitment, lowered burnout level, increased autonomy, decreased occupational stress, increased job satisfaction, organizational commitment, and authentic leadership are noted; or more broadly, work effectiveness when achievement and successes, respect and cooperation in the organization alongside client satisfaction take place (Cicolini, Comparcini, & Simonetti, 2014;Cowden & Cummings, 2012;Flinkman et al, 2017;Goedhart et al, 2017;Li et al, 2018;Numminen, Repo, & Leino-Kilpi, 2017;Paplanus, Bartley-Daniele, & Mitra, 2014;Rosser et al, 2017;Saber, 2014;Wong & Laschinger, 2013). Two important aspects of performance we focus on in the present review are organizational commitment and job satisfaction.…”

The consultant practitioner: an evolving role to meet changing NHS needs

“…The evolution of the consultant practitioner role for ourselves was accelerated by participation in an externally facilitated action learning set (Rosser et al 2017). This was introduced as a result of a casual meeting between a senior educationalist at our local university and the Director of Nursing in our Trust and continued for 3 years.…”

“…Prior to participating in the action learning set each of our focus was limited to being localised and insular. Following the work of the action learning set which coincided with the recent changes in the direction and priorities of the NHS, the consultant practitioners started to work more collaboratively making them more influential and effective (Rosser et al 2017). This work extending across health care boundaries had benefits for patients and working relationships with colleagues and for the organisation.…”

“…The learning set crystallised our own views of the impact we had in providing clinical leadership, enabling teamworking and encouraging engagement at all levels to sustain and transform care (Ham et al 2016). Having an honest awareness of the daily pressures of the clinical services at the same time as leading from the front, enabled us to influence and more importantly deliver the organisation's vision (Rosser et al 2017). In spite of conflicting pressures within the organisation, this distinctive dual appreciation was invaluable and has resulted in each of us making significant change to our services that have made a profound difference to patient care .…”

“…Despite huge variability in purpose and context, the consultant practitioner roles were introduced around 4 core functions: i) expert clinical practice; ii) leadership and consultancy; iii) education, training and development iv) research and service development (DH 1999). After some years in role, the authors are now interpreting and delivering the core functions of the consultant practitioner role in a transformational and evolutionary way in their own NHS Foundation Trust and disseminating their work through networking nationally and internationally (Rosser et al 2017). Whilst the key themes of the current role still mirror the original, the focus has been channelled in response to the changing needs of the local health and social care economy and to the ongoing policy changes impacting on the further development of the National Health Service (NHS) (NHS 2014(NHS , 2017.…”