Journal Articles
The context of leadership in practice
Annette Thomas-Gregory
This paper is written by a Senior Lecturer in Nursing at the University of Worcester, UK.
The paper outlines a research project that explored the identity of clinical leaders in nursing in the UK. Exploratory in nature, the key questions related to: who are the clinical leaders? What are their qualities and characteristics? What might their experiences of clinical leadership be? The research involved surveying and interviewing registered/qualified nurses from D to H grade in one acute NHS Trust in the English Midlands. The data proved a rich source of information and demonstrated that clinical leaders appeared to be present at all nursing levels and in considerable numbers, but they were often not the most senior nurses and their approach to clinical leadership was based upon a foundation of care that was fundamental to their values and beliefs or view of nursing and care. The attributes of clinical leaders appeared to be clinical competence, clinical knowledge, approachability, motivation, empowerment, decision-making, effective communication, being a role model and visibility.
Key words: clinical leadership, nursing leadership, qualitative research, transformational leadership
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I have chosen three very short discussion papers by senior American nurses that focus upon leadership development and redefinition for all nurses. Although written in 2003/4, the content and wisdom of the argument and philosophy makes them relevant to the issues discussed within my chapter. The first is a short discussion paper written by the Dean of the School of Nursing at the University of Washington, USA. The paper discusses why leaving leadership to an elite is no longer an option for the nursing profession. Leadership responsibilities are discussed relative to policy making, nursing education, and nurse practice environments. In particular, the role of the clinical nurse leader is portrayed as not necessarily one of administration or management but as one that manages care at the point of care/ point of service to individuals and populations.
The second is a very short discussion paper written by the executive director of the American Association of Colleges of Nursing. The paper discusses how strong leadership is needed to bring about dramatic change in the nursing profession. Leaders must be risk takers who are willing to show initiative, foster collaboration, and challenge the established order.
Bednash, G. (2003) ‘Leadership redefined’, Policy, Politics & Nursing Practice, 4 (4): 257–258.
This last short discussion paper is written by the chief executive of Sigma Theta Tau International, honour society of nursing which focuses on the scholarship and leadership needs of nurses globally. The paper discusses how opportunities abound for nurses to lead, but few are born leaders: most must learn effective leadership skills. Paying attention to and developing four simple things – having followers, moving in the right direction, setting examples, and having authenticity –enable nurses to be effective leaders. The challenge lies in continually acting and questioning what can be done to make a difference.