Verpleegkundig leiderschap:  hoe doe je dat?

Martini, Dieke; Kuijper, Syb; Schoonhoven, Lisette; Lalleman, Pieterbas

doi:10.1007/s41184-022-1099-8

Cited by 2 publications

(2 citation statements)

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“…It falls beyond the scope of this paper to go into details of the results of this process. However, a written learning history (Martini, Schalkwijk, Smid, et al, 2021) and a thematic podcast series (Martini, Schalkwijk, & Lalleman, 2021) of five episodes were created, in which different hospital professionals came together to discuss the future of nursing science. In the learning history, we recommended expanding nursing science to more departments, as well as creating research lines in cooperation with physicians and allied health professionals.…”

Section: Methodsmentioning

confidence: 99%

Leadership moments: Understanding nurse clinician‐scientists' leadership as embedded sociohistorical practices

et al. 2023

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Nurse clinician‐scientists are increasingly expected to show leadership aimed at transforming healthcare. However, research on nurse clinician‐scientists' leadership (integrating researcher and practitioner roles) is scarce and hardly embedded in sociohistorical contexts. This study introduces leadership moments, that is, concrete events in practices that are perceived as acts of empowerment, in order to understand leadership in the daily work of newly appointed nurse clinician‐scientists. Following the learning history method we gathered data using multiple (qualitative) methods to get close to their daily practices. A document analysis provided us with insight into the history of nursing science to illustrate how leadership moments in the everyday work of nurse clinician‐scientists in the “here and now” can be related to the particular histories from which they emerged. A qualitative analysis led to three acts of empowerment: (1) becoming visible, (2) building networks, and (3) getting wired in. These acts are illustrated with three series of events in which nurse clinician‐scientists' leadership becomes visible. This study contributes to a more socially embedded understanding of nursing leadership, enables us to get a grip on crucial leadership moments, and provides academic and practical starting points for strengthening nurse clinician‐scientists' leadership practices. Transformations in healthcare call for transformed notions of leadership.

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Section: Methodsmentioning

confidence: 99%

Leadership moments: Understanding nurse clinician‐scientists' leadership as embedded sociohistorical practices

et al. 2023

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“…Clinical leaders are regarded as imperative for integration of care, but it is unclear whether taking up this role is facilitated and supported enough, especially when it relates to nurses [23]. Research seems to suggest that nurses are intrinsically motivated to take on a clinical leadership role [24], which could also increase their job satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Similarities and Differences between Nurses’ and Physicians’ Clinical Leadership Behaviours: A Quantitative Cross-Sectional Study

Braam,

Buljac-Samardžić,

Hilders

et al. 2023

Journal of Nursing Management

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Background. Being a nurse or physician in today’s complex healthcare practice involves more than just responsibility for one aspect of care during one episode in a patient’s care trajectory. Both professionals are expected to take on a clinical leadership role and contribute positively to the reduction of care fragmentation and help in spanning professional boundaries. Although nurses may be well placed to identify the needs for integration, they may lack the position and status (compared to physicians) to address those needs as leaders. The aim of this study is to analyse similarities and differences between nurses and physicians in clinical leadership roles within a hospital context and explore how this relates to their interdisciplinary collaborative behaviours and perception on their job. Method. A cross-sectional survey among physicians and nurses was conducted to measure clinical leadership, job satisfaction, workload, and interdisciplinary collaborative behaviours. Results. Our results suggest that nurses (n = 329) and physicians (n = 100) show similar clinical leadership behaviours, based on equivalent scores on the clinical leadership scale. However, physicians score higher on the global leadership scale indicating they are more likely to perceive themselves as leaders than nurses. As clinical leaders, both nurses and physicians are more likely to express interdisciplinary collaborative behaviours. Furthermore, physicians who scored higher on the clinical leadership scale reported higher satisfaction with their job, whereas, for nurses, their score on the clinical leadership scale did not relate to their job satisfaction. Conclusion. As nurses in hospitals have the most frequent and direct involvement with patients, it seems inevitable for them to act as clinical leaders to promote patient-centred care. However, nurses less often perceived themselves as clinical leaders while showing suitable behaviours. Future studies should focus on the strategies nurses use to exert their clinical leadership, and for example, if nurses require the use of more dominant strategies to effect change.

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Verpleegkundig leiderschap: hoe doe je dat?

Cited by 2 publications

References 0 publications

Leadership moments: Understanding nurse clinician‐scientists' leadership as embedded sociohistorical practices

Leadership moments: Understanding nurse clinician‐scientists' leadership as embedded sociohistorical practices

Similarities and Differences between Nurses’ and Physicians’ Clinical Leadership Behaviours: A Quantitative Cross-Sectional Study

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