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Journal articles on the topic 'Nurse leader'

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Published: 4 June 2021
Last updated: 8 February 2022

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1

OʼConnor, Mary. "Nurse Leader." Nursing Administration Quarterly 26, no. 2 (2002): 69–79. http://dx.doi.org/10.1097/00006216-200201000-00008.

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2

Storch, Janet, Kara Schick Makaroff, Bernie Pauly, and Lorelei Newton. "Take me to my leader." Nursing Ethics 20, no. 2 (February 14, 2013): 150–57. http://dx.doi.org/10.1177/0969733012474291.

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Although ethical leadership by formal nurse leaders is critical to enhancing ethical health-care practice, research has shown that many nurses feel unsupported by their leaders. In this article, we consider the limited attention directed toward ethical leadership of formal nurse leaders and how our own research on ethical nurse leadership compares to other research in this field. In searching Nursing Ethics since its inception 20 years ago, we found only a dozen articles that directly addressed this topic. We then reviewed nurses’ professional codes of ethics in Canada and found significant retractions of ethical guidelines for formal nurse leaders’ ethical responsibilities over the past decade. We began to seek explanations of why this is so and offer some recommendations for the study and enhancement of ethics for formal nurse leadership.
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3

Hopkinson, Susan G., and Bonnie Mowinski Jennings. "Nurse Leader Expertise for Pandemic Management: Highlighting the Essentials." Military Medicine 186, Supplement_2 (September 1, 2021): 9–14. http://dx.doi.org/10.1093/milmed/usab066.

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ABSTRACT The COVID-19 pandemic requires military nurse leaders in various patient care settings to engage in disaster response. Evidence supports essential leadership attributes for nurses that include skilled communication, organizational influence, and personnel management. Yet, nursing expertise that shapes nurse leader responsibilities during disaster management remains unclear. A description of how military nurse leaders contributed their nursing expertise during the COVID-19 pandemic response at one U.S. Military health care facility is provided to begin to delineate disaster management responsibilities.
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4

Sherman, Rose O., and Heather Saifman. "Transitioning Emerging Leaders Into Nurse Leader Roles." JONA: The Journal of Nursing Administration 48, no. 7/8 (2018): 355–57. http://dx.doi.org/10.1097/nna.0000000000000628.

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5

Schneider, Julia Stocker. "Clinical Nurse Leader." Home Healthcare Nurse 32, no. 9 (October 2014): 563–64. http://dx.doi.org/10.1097/nhh.0000000000000146.

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6

Cline, Susan. "Nurse Leader Resilience." Nursing Administration Quarterly 39, no. 2 (2015): 117–22. http://dx.doi.org/10.1097/naq.0000000000000087.

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7

Morse, Virginia, and Nora E. Warshawsky. "Nurse Leader Competencies." Nursing Administration Quarterly 45, no. 1 (January 2021): 65–70. http://dx.doi.org/10.1097/naq.0000000000000453.

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8

Weber, Emily, Jacqueline Ward, and Terese Walsh. "Nurse leader competencies." Nursing Management (Springhouse) 46, no. 12 (December 2015): 47–50. http://dx.doi.org/10.1097/01.numa.0000473505.23431.85.

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9

Vitale, Tracy R. "Nurse leader mentorship." Nursing Management (Springhouse) 49, no. 2 (February 2018): 8–10. http://dx.doi.org/10.1097/01.numa.0000529932.89246.ab.

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10

Hughes, Victoria. "Nurse leader impact." Nursing Management (Springhouse) 50, no. 4 (April 2019): 42–49. http://dx.doi.org/10.1097/01.numa.0000554338.47637.23.

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11

Cziraki, Karen, Carol Wong, Michael Kerr, and Joan Finegan. "Leader empowering behaviour: relationships with nurse and patient outcomes." Leadership in Health Services 33, no. 4 (September 28, 2020): 397–415. http://dx.doi.org/10.1108/lhs-04-2020-0019.

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Purpose This study aims to test a model examining the impact of leader empowering behaviour on experienced nurses’ self-efficacy, interprofessional collaboration, job turnover intentions and adverse patient outcomes. Design/methodology/approach Structural equation modelling in Mplus was used to analyse cross-sectional survey data from experienced nurses in Alberta, Ontario, and Nova Scotia, Canada (n = 478). Findings The results supported the hypothesized model: (164) = 333.021, p = 0.000; RMSEA = 0.047; CFI = 0.965; TLI = 0.959; SRMR = 0.051. Indirect effects were observed between leader empowering behaviour and nurses’ assessment of adverse events and leader empowering behaviour and nurses’ job turnover intentions through interprofessional collaboration. Research limitations/implications Leader empowering behaviour plays a role in creating collaborative conditions that support quality patient care and the retention of experienced nurses. Practical implications The findings will be of interest to academic and hospital leaders as they consider strategies to retain experienced nurses, such as nurse manager selection, development and performance management systems. Originality/value The influx of new graduate nurses to the nursing profession and changing models of care requires the retention of experienced nurses in the workforce. The findings suggest that leader empowering behaviour and interprofessional collaboration are important factors in supporting quality patient care and stabilizing the nursing workforce.
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12

Karshmer, Judith, Mary Seed, and Diane Torkelson. "The Clinical Nurse Leader." Journal of Psychosocial Nursing and Mental Health Services 47, no. 10 (October 1, 2009): 8–9. http://dx.doi.org/10.3928/02793695-20090902-04.

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13

Dellepoort, Wim T. A. "Every nurse a leader!" European Journal of Cancer 35 (September 1999): S13. http://dx.doi.org/10.1016/s0959-8049(99)80469-9.

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14

Bianco, Colleen, Pamela B. Dudkiewicz, and Donna Linette. "Building nurse leader relationships." Nursing Management (Springhouse) 45, no. 5 (May 2014): 42–48. http://dx.doi.org/10.1097/01.numa.0000442635.84291.30.

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15

Heckerson, Eric W. "Nurse leader as coach." Nurse Leader 4, no. 1 (February 2006): 29–31. http://dx.doi.org/10.1016/j.mnl.2005.11.006.

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16

Spitzer, Roxane. "Each nurse as leader." Nurse Leader 5, no. 2 (April 2007): 6. http://dx.doi.org/10.1016/j.mnl.2007.01.006.

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17

Bowcutt, Marilyn, Jane Wall, and Mary Jo Goolsby. "The Clinical Nurse Leader." Nursing Administration Quarterly 30, no. 2 (April 2006): 156–61. http://dx.doi.org/10.1097/00006216-200604000-00015.

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18

Nelson, Roxanne. "The Clinical Nurse Leader." AJN, American Journal of Nursing 110, no. 1 (January 2010): 22–23. http://dx.doi.org/10.1097/01.naj.0000366046.89571.24.

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19

Manion, Jo. "Every Nurse a Leader." Journal of PeriAnesthesia Nursing 29, no. 4 (August 2014): 320–23. http://dx.doi.org/10.1016/j.jopan.2014.05.002.

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20

OʼConnor, Mary, and Joyce Batcheller. "The Resilient Nurse Leader." Nursing Administration Quarterly 39, no. 2 (2015): 123–31. http://dx.doi.org/10.1097/naq.0000000000000089.

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21

Tourangeau, Ann E. "Building Nurse Leader Capacity." JONA: The Journal of Nursing Administration 33, no. 12 (December 2003): 624–26. http://dx.doi.org/10.1097/00005110-200312000-00002.

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22

Harris, James L., Jolene Tornabeni, and Sandra E. Walters. "The Clinical Nurse Leader." JONA: The Journal of Nursing Administration 36, no. 10 (October 2006): 446–49. http://dx.doi.org/10.1097/00005110-200610000-00003.

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23

Pipe, Teri, Kate FitzPatrick, Jeffrey N. Doucette, Amy Cotton, and Debra Arnow. "The mindful nurse leader." Nursing Management (Springhouse) 47, no. 9 (September 2016): 44–48. http://dx.doi.org/10.1097/01.numa.0000491135.83601.3e.

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FitzPatrick, Kate, Jeffrey N. Doucette, Amy Cotton, Debra Arnow, and Teri Pipe. "The mindful nurse leader." Nursing Management (Springhouse) 47, no. 10 (October 2016): 40–45. http://dx.doi.org/10.1097/01.numa.0000499567.64645.f9.

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Doucette, Jeffrey N., Amy Cotton, Debra Arnow, Teri Pipe, and Kate FitzPatrick. "The mindful nurse leader." Nursing Management (Springhouse) 47, no. 11 (November 2016): 44–48. http://dx.doi.org/10.1097/01.numa.0000502802.29800.61.

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26

Coladonato, Angela R., and Mary Lou Manning. "Nurse leader emotional intelligence." Nursing Management (Springhouse) 48, no. 9 (September 2017): 26–32. http://dx.doi.org/10.1097/01.numa.0000522174.00393.f2.

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27

López-Ibort, Nieves, Delia González-de la Cuesta, Teresa Antoñanzas-Lombarte, and Ana Gascón-Catalán. "The Correlation between Leader–Member Exchange and Organisational Commitment among Spanish Registered Nurses: The Moderating Role of Sex and Hospital Size." International Journal of Environmental Research and Public Health 17, no. 3 (January 22, 2020): 721. http://dx.doi.org/10.3390/ijerph17030721.

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The role of the supervisor in hospitals is to oversee and encourage the active work participation of registered nurses. In this context, leadership should be focused on the creation of a positive environment for the generation of high-quality care and the development of attitudes that have a beneficial influence on the work of the registered nurse. The aims of this study have been: (i) To verify if the quality of the supervisor–nurse interpersonal relationship was correlated with organisational commitment; (ii) to establish if the correlation could be moderated by empowerment, perceived organisational support, and leader–leader exchange. A cross-sectional survey with self-report questionnaires was performed. A total of 2541 registered nurses from nine public hospitals participated in the study. They completed scales measuring leader–member exchange, commitment, empowerment, perceived organisational support, and leader–leader exchange. There was a positive correlation between the quality of the leader–member exchange and commitment. Leader–leader exchange has a moderating effect on this relationship. The moderating effects of empowerment, perceived organisational support, and leader–member exchange on the supervisor–nurse interpersonal relationship and the nurse’s organisational commitment are influenced by sex and/or hospital size. Organisations should design supervisor training strategies aimed at establishing high-quality supervisor–nurse interpersonal relationships.
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28

Brzozowski, Sarah, Jessica G. Rainbow, Barbara Pinekenstein, Élise Arsenault Knudsen, and Linsey Steege. "Exploration of Relationships among Individual and Organizational Characteristics, Nurse Leader Fatigue, and Turnover Intention." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 62, no. 1 (September 2018): 627–31. http://dx.doi.org/10.1177/1541931218621143.

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Understanding nurse leader fatigue and its relationship with turnover intention is essential for maintaining a viable leadership workforce. This secondary analysis of a national survey of nurse leaders explored the relationships of organizational and individual factors with nurse leader fatigue and turnover intention. A nurse leader’s membership in individual and organizational classes is associated with differences in acute and chronic fatigue levels. There were significant relationships between acute and chronic fatigue states and turnover intention. Acute fatigue was a mediating factor between individual and organizational classes and turnover intention. Future interventions to decrease nurse leader turnover intention could be tailored for different types of organizations, individual classes and fatigue type.
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29

Coventry, Tracey H., and Kylie P. Russell. "The clinical nurse educator as a congruent leader: A mixed method study." Journal of Nursing Education and Practice 11, no. 1 (September 11, 2020): 8. http://dx.doi.org/10.5430/jnep.v11n1p8.

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Educational leadership in the clinical setting has an influence on the promotion and achievement of competent and confident nurses. In Australia, the newly qualified registered nurse entering the workforce is exposed to a variety of experiential learning opportunities and engages with the nurse who is responsible for the clinical learning and development (clinical nurse educator) in the first-year graduate program. There is limited research examining the clinical nurse educator role and actual and potential leadership in the workforce. This study aimed to articulate the extent to which the clinical nurse educator is perceived as a clinical leader in the acute hospital setting. And specifically, the relationship of the role to the congruent leadership style. A mixed method convergent design (QUANT + QUAL) approach used (1) an online questionnaire with open and closed ended questions for the graduate nurses and (2) semi-structured individual interviews with graduate nurses, their clinical nurse educators and their nurse managers. Findings confirmed the clinical nurse educator leadership was visible, approachable, and relational with clearly identified values and passionate patient-centred principles. Challenges to the clinical nurse educator identity and confidence exist and impact the clinical role and leadership value. The clinical nurse educator did not need to be in a management position to lead and influence graduates’ successful transition to practice and integration into the clinical environment. The clinical nurse educator exhibits a congruent leadership style through engagement and promotion of the graduate nurses in their first year of nursing. The education role is of significance to meet contemporary health care expectations and promote quality patient care and new nurse retention in the healthcare organisation.
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30

Gulzar, Saleema, Zia Sultana, and Alishah Aziz. "Nurse leader empowerment, challenges and coping strategies among nursing leaders in Pakistan: A qualitative descriptive study." Journal of Hospital Administration 8, no. 5 (August 22, 2019): 18. http://dx.doi.org/10.5430/jha.v8n5p18.

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Objective: Nursing is considered a growing profession worldwide, but nurses in developing world like Pakistan face challenges for their empowerment within and inter professions. The overwhelming feeling of being oppressed shatters nurses’ confidence and self-esteem and hinders their growth and development of the profession as well.Methods: To guide professional growth and empowerment of nursing in Pakistan, a qualitative descriptive study was aimed to discover challenges, strategies and outcomes of empowerment of nurse leaders in Pakistan. Twelve nurses serving as leaders in nursing organization of Pakistan, who fulfilled inclusive criteria were interviewed about their perception of the challenges, strategies and outcomes of empowerment for Pakistani nurses.Results and Conclusions: Nurses in Pakistan are facing great turbulence regarding their professional empowerment, but nursing leaders are striving hard at personal, institutional and government levels to help nurse understand the dynamics of challenges of empowerment and adopt appropriate strategies to attain and retain empowerment.
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31

Fithriyani, Fithriyani, and Miko Eka Putri. "Hubungan Peran Ketua Tim dengan Kinerja Perawat dalam Dokumentasi Asuhan Keperawatan di Rumah Sakit Jiwa Provinsi Jambi." Jurnal Akademika Baiturrahim Jambi 10, no. 1 (March 6, 2021): 196. http://dx.doi.org/10.36565/jab.v10i1.321.

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The quality of service can be determined from the performance of the nurse in providing nursing care. The success of the team method in carrying out the nursing process is determined by the ability of the team leader to assign tasks to team members and direct work to the team. This study aims to knowing the relationship between the role of the team leader and the performance of nurses in documenting nursing care at the Jambi Provincial Psychiatric Hospital. A quantitative method with a cross-sectional survey using self-administered questionnaires The sampling technique was total sampling so that the sample size was 106 nurseswith analysis using the chi square test. The data were analyzed using statistical software. This study investigates the role of team leaders and nurses' performance in documenting nursing care. the role of the team leader in documenting nursing care was 54.1% good. the performance of nurses in documenting nursing care was 53.2% good. The statistical test results showed that the p value (0,000) <0.05, which means that there is a significant relationship between the role of the team leader and the performance of nurses in nursing care documentation.This significant relationship explains that the role of the team leader will have a good influence on the documentation of nursing care carried out by the nurse in charge
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32

Alaniz, Karin, Karyn Baurn, and Laurence A. Savett. "Leader Interview: Enhancing and Enriching the Nurse-Physician Relationship." Creative Nursing 10, no. 3 (January 2004): 9–13. http://dx.doi.org/10.1891/1078-4535.10.3.9.

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A discussion moderated by Laurence A. Savett, M.D. For most of my career as a physician, I had been involved in what I thought were ideal situations: nurses and physicians got along beautifully. A few years ago, I moderated a breakout session at a conference of nurses, where I heard stories of frustration and anger, lack of respect of one for the other, horror stories of nurse-physician interactions, some of which had an impact on patient care and professional satisfaction. That’s the background of this conversation, in which a respected nurse-educator and physician-educator address the dilemma and draw on their own experiences. More optimistically, they spoke in detail of important initiatives to enhance relationships between the two professions. We began our discussion as I asked them to describe what experiences contributed to their interest in nurse-physician relationships.
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33

Singh, Ashley. "Implementation and Evaluation of a Transformational Leadership Education Session for Nurse Leaders and Nurse Educators." Journal of Doctoral Nursing Practice 13, no. 2 (July 1, 2020): 125–33. http://dx.doi.org/10.1891/jdnp-d-19-00054.

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BackgroundTransformational leadership is one of the most utilized models of leadership across the disciplines. It can positively impact the leader-follower relationship, performance of the leader, and productivity of the organization.ObjectiveThe purpose of the project was to assess the impact of an educational session on the recognition and execution of transformational leadership characteristics for nurse leaders and nurse educators.MethodsAn interactive transformational leadership education session aimed to affect the recognition and execution of nurse leaders' and nurse educators' transformational leadership characteristics.ResultsA Wilcoxon Signed Rank Test yielded a statistically significant increase in idealized influence (behavior), and an increase in intellectual stimulation and inspirational motivation.ConclusionsThis project creates the infrastructure for future ongoing initiatives focusing on the beneficial impact of transformational leadership development for nurse leaders and educators.Implications for NursingA supportive environment for transformational leadership development may take the institution to the next level regarding engagement, productivity, and performance, all of which are vital to organizational success.
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34

Thrall, Terese Hudson. "American Organization of Nurse Executives Nurse Leader Survey." JONA: The Journal of Nursing Administration 44, no. 5 (May 2014): 250–53. http://dx.doi.org/10.1097/nna.0000000000000062.

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35

Eiynck, Brigid Scanlan. "Every Nurse is a Leader." AORN Journal 64, no. 5 (November 1996): 685. http://dx.doi.org/10.1016/s0001-2092(06)63251-1.

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36

Gillett, Patricia A., Maryann Johnson, Merry Juretich, Norma Richardson, Lennea Slagle, and Kathryn Farikoff. "The nurse as exercise leader." Geriatric Nursing 14, no. 3 (May 1993): 133–37. http://dx.doi.org/10.1016/s0197-4572(06)80129-1.

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37

MANTHEY, MARIE. "The Nurse Manager as Leader." Nursing Management (Springhouse) 21, no. 6 (June 1990): 18???21. http://dx.doi.org/10.1097/00006247-199006000-00007.

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38

Kennedy, Maureen Shawn. "Introducing the Clinical Nurse Leader." AJN, American Journal of Nursing 104, no. 10 (October 2004): 22. http://dx.doi.org/10.1097/00000446-200410000-00017.

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39

Sullins, Mary Lou. "The Effective Nurse: Leader, Manager." AORN Journal 49, no. 2 (February 1989): 663. http://dx.doi.org/10.1016/s0001-2092(07)66695-2.

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40

Ostrofsky, Donna. "Incivility and the nurse leader." Nursing Management (Springhouse) 43, no. 12 (December 2012): 18–22. http://dx.doi.org/10.1097/01.numa.0000422892.06958.51.

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41

Stagman-Tyrer, Dawn. "Resiliency and the nurse leader." Nursing Management (Springhouse) 45, no. 6 (June 2014): 46–50. http://dx.doi.org/10.1097/01.numa.0000449763.99370.7f.

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42

Spitzer, Roxane. "Nurse Leader Celebrates 10 Years!" Nurse Leader 10, no. 2 (April 2012): 6. http://dx.doi.org/10.1016/j.mnl.2012.02.001.

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43

Clancy, Thomas R. "Courage and Todayʼs Nurse Leader." Nursing Administration Quarterly 27, no. 2 (April 2003): 128–32. http://dx.doi.org/10.1097/00006216-200304000-00006.

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44

Murphy, Lin G. "Becoming an authentic nurse leader." OR Nurse 9, no. 4 (July 2015): 12–15. http://dx.doi.org/10.1097/01.orn.0000466726.48646.b7.

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45

McArthur, Donna Behler. "The nurse practitioner as leader." Journal of the American Academy of Nurse Practitioners 18, no. 1 (January 2006): 8–10. http://dx.doi.org/10.1111/j.1745-7599.2006.00097.x.

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46

Satusky, Mary Jo. "The Nurse Leader in You." Orthopaedic Nursing 31, no. 1 (2012): 1–2. http://dx.doi.org/10.1097/nor.0b013e318241962f.

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47

Draper, Peter. "The Nurse as Group Leader." Journal of Advanced Nursing 21, no. 5 (May 1995): 1028. http://dx.doi.org/10.1046/j.1365-2648.1995.21051024-10.x.

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48

Denker, Ann-Lynn, Rose O. Sherman, Michael Hutton-Woodland, Mary Lou Brunell, and Pamela Medina. "Florida Nurse Leader Survey Findings." JONA: The Journal of Nursing Administration 45, no. 7/8 (2015): 404–10. http://dx.doi.org/10.1097/nna.0000000000000222.

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49

Miracle, Vickie A. "Every nurse is a leader." Dimensions of Critical Care Nursing 21, no. 2 (March 2002): 84. http://dx.doi.org/10.1097/00003465-200203000-00009.

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50

Clifford, Joyce. "The Practicing Nurse As Leader." MCN, The American Journal of Maternal/Child Nursing 16, no. 1 (January 1991): 18–20. http://dx.doi.org/10.1097/00005721-199101000-00004.

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