Canadian journal of nursing leadership最新文献

{"title":"Leadership profiles of senior nurse executives.","authors":"E A Hemman","doi":"10.12927/cjnl.2000.16315","DOIUrl":"https://doi.org/10.12927/cjnl.2000.16315","url":null,"abstract":"<p><p>As hospitals reorganize to meet the demand for accessible, cost-effective quality healthcare, nursing's active participation as part of the top management team is vital. The purpose of this study was to describe the leadership profiles of four senior nurse executives and determine their congruence with the theoretical perspectives of the stratified systems theory. A multiple case study methodology was employed to develop individual and group leadership profiles through related experiences obtained during an interview, the organization's expectations based on their job descriptions, and a survey of their self-perceptions of how they spent most of their time. The findings indicated that the executives' leadership behavior was consistent with the theory in that they reported more frequent leadership behaviors at the strategic domain, less activity at the organizational domain, and infrequent activity at the production domain. Individual profiles were uniformly consistent with the group profile.</p>","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"13 1","pages":"21-30"},"PeriodicalIF":0.0,"publicationDate":"2000-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21962854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Paradigms of Canadian nurse managers: lenses for viewing leadership and management.","authors":"T King","doi":"10.12927/cjnl.2000.16299","DOIUrl":"https://doi.org/10.12927/cjnl.2000.16299","url":null,"abstract":"<p><p>To an extent unprecedented in history, healthcare is a complex and human enterprise. Generating the complexity are stakeholders with more diverse perspectives, needs, and agendas, and greater knowledge and vested interest than ever before. Given their pivotal position between the direct-care environment and external stakeholders, nurse managers can no longer rely on the hierarchy, authority, and linear thinking afforded by traditional management; in order to accomplish they must lead people by working through them. Ironically, when needed most, there is a lack of consensus in the literature about what leadership is. In this paper I describe the paradigms for leadership and management held by six Canadian nurse managers who participated in a phenomenological study of leadership. Thinking leaders worked through people to enhance their growth, potential, and accomplishment, participants did so by creating and sustaining inclusive environments, influencing people, and acting in a manner that reflected and supported integrity. Participants thought managers did not focus on people; instead, they carried out routine, procedure-driven tasks to run departmental business. Included in this paper are suggestions about how participants' paradigms might benefit the nursing profession, consumers of care, and healthcare organizations. Although organizations are markedly interested in the development of managers and leaders as decision makers behind accomplishment (Beyers, 1991), managed or pushed organizations will fall behind those that are \"led and stretched\" (Batten, 1989, p. 3). According to Bennis and Nanus (1985), whereas managers are concerned about efficiency as it relates to set routines, leaders try to be effective by doing what is right. These authors also posited that although management alone may have sufficed in our more predictable past, today's intricate world is not well served by management's linear thinking; its lack of attention to people's diversity; and its dangerous assumptions that problems, goals, alternatives, and consequences are always clear, known, and/or certain, and that necessary information is always on hand and reliable. Perhaps to an extent unprecedented in history healthcare is a human enterprise. Within its dynamic context myriad stakeholders with increasingly diverse perspectives, needs, and agendas, and growing levels of knowledge and vested interest, are involved in unpredictable and uniquely complex situations with uncertain outcomes. These factors orchestrate the intangible mist that healthcare organizations must contend with today. These factors also render traditional how-to manuals obsolete and suggest, instead, that contemporary decision makers in healthcare must be leaders who are comfortable with ambiguity, deftly sensitive and responsive to complexity, and continually looking for ways to work with people to enhance organizational success. Ironically, when we need it most, leadership retains its enigmatic and","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"13 1","pages":"15-20"},"PeriodicalIF":0.0,"publicationDate":"2000-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21962851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Development of Women Health Professionals (DWHP) Programme: managing a CIDA-funded bilateral project in Pakistan.","authors":"A Fisher","doi":"10.12927/cjnl.2000.16297","DOIUrl":"https://doi.org/10.12927/cjnl.2000.16297","url":null,"abstract":"","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"13 1","pages":"4-6"},"PeriodicalIF":0.0,"publicationDate":"2000-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21962856","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Shaping positive work environments for nurses: the contributions of nurses at various organizational levels.","authors":"M McGirr,&nbsp;D A Bakker","doi":"10.12927/cjnl.2000.16298","DOIUrl":"https://doi.org/10.12927/cjnl.2000.16298","url":null,"abstract":"<p><p>This paper focuses on nurses' perceptions of their individual contributions to the work environment. Fourteen community hospitals participated in the study. A positive nursing work environment was selected in each agency by its Director of Nursing. Selection was based on subjective and objective criteria. All staff nurses, nurse managers and the director of nursing associated with these units were asked to respond to an open-ended question describing their perceived contributions to the work settings. Ninety-two nurses responded for a response rate of 42%. Overall the three themes of People, Practice and Place surfaced from 15 categories of responses. The same three themes surfaced for all three nurse groups but variation was noted with regards to the categories of contributions the groups most frequently reported within the theme. In this time of continuous change throughout the health care system, nurses need to be able to articulate and affirm their important contributions to the effective shaping of positive health care settings. A focus on contributions could assist with team building, leadership development and have an important impact on quality patient care outcomes.</p>","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"13 1","pages":"7-14"},"PeriodicalIF":0.0,"publicationDate":"2000-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21962129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Profile of a leader: Caroline Wellwood: pragmatic visionary.","authors":"J Beaton,&nbsp;M McKay","doi":"10.12927/cjnl.1999.16314","DOIUrl":"https://doi.org/10.12927/cjnl.1999.16314","url":null,"abstract":"<p><p>Caroline Wellwood is representative of a group of early Canadian nurses whose missionary ideals led them to innovative careers in other countries. Wellwood's visionary leadership laid the groundwork for the development of a modern system of nursing and nursing education in southwestern China.</p>","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"12 4","pages":"30-3"},"PeriodicalIF":0.0,"publicationDate":"1999-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21920427","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The synergy of health promotion practice/research/education.","authors":"G Hartrick,&nbsp;D Brown,&nbsp;M Eastman,&nbsp;K Fong,&nbsp;M Johnson,&nbsp;J Krenz,&nbsp;C Lambrick,&nbsp;M Newman,&nbsp;J Thiessen","doi":"10.12927/cjnl.1999.16295","DOIUrl":"https://doi.org/10.12927/cjnl.1999.16295","url":null,"abstract":"<p><p>Many nurses are concerned about the lack of connection among nursing practice, research and education. However, the assumption that nursing practice, research, and education represent separate domains or activities that need to be linked, may well contravene the relational synergy they share. This paper describes a project that sought to illustrate, and further explore, the synergistic, iterative relationship of health promoting practice/research/education. The project revealed how this synergy lives out within the daily practice of frontline practitioners and how the researched knowledge practitioners bring forth through their practice can transform care.</p>","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"12 4","pages":"25-9"},"PeriodicalIF":0.0,"publicationDate":"1999-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21920426","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Creating a culture of patient-focused care through a learner-centered philosophy.","authors":"J Linscott,&nbsp;R Spee,&nbsp;F Flint,&nbsp;A Fisher","doi":"10.12927/cjnl.1999.16292","DOIUrl":"https://doi.org/10.12927/cjnl.1999.16292","url":null,"abstract":"<p><p>This paper will discuss the teaching-learning process used in the Patient-Focused Care Course at a major teaching hospital in Canada that is transforming nursing practice from a provider driven to a patient-focused approach. The experiential and reflective nature of the course offers opportunities for nurses to link theory with practice, to think critically and reflectively about their own values and beliefs and to translate that meaning into practice. The learning process reflects principles of adult learning based on Knowles andragogical model which differs from the traditional pedagogical model of teaching. The essence of andragogy is a constant unfolding process of discovery based on dialogue. Utilization of adult learning principles that support critical thinking and foster transformational change present an alternative to traditional ways of teaching and learning the art and science of nursing practice.</p>","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"12 4","pages":"5-10"},"PeriodicalIF":0.0,"publicationDate":"1999-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21918669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Innovative approach in rehabilitation nursing: providing primary care to tertiary care patients.","authors":"N M Lapierre","doi":"10.12927/cjnl.1999.16294","DOIUrl":"https://doi.org/10.12927/cjnl.1999.16294","url":null,"abstract":"<p><p>In 1998 health care legislation in Ontario changed and allowed Primary Health Care Nurse Practitioners the possibility to expand their practice. At a rehabilitation centre, where spinal cord injured patients would seek primary health care services, a new amalgamated role was implemented to meet those needs. This article will described the advanced practice role that was developed, define the scope of practice, and demonstrate an innovative approach to service delivery. The role serves as a concrete link between primary health care services and tertiary care patients needs.</p>","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"12 4","pages":"23-4"},"PeriodicalIF":0.0,"publicationDate":"1999-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21919217","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Job sharing: a retention strategy for nurses.","authors":"D Kane","doi":"10.12927/cjnl.1999.16296","DOIUrl":"https://doi.org/10.12927/cjnl.1999.16296","url":null,"abstract":"<p><p>Job sharing is a part-time employment alternative which offers advantages for employers interested in retaining experienced staff and nurses who are seeking a more equitable balance between work life and home life responsibilities. This quasi experimental, ex post facto research study was designed to determine if there are differences in job satisfaction, burnout, and desire to leave their position, in nurses who are employed in full-time, part-time, or job sharing positions. The sample (N = 269) was drawn from a large Canadian teaching and referral hospital. Three sample groups were developed, consisting of job sharing, full-time, and part-time nurses, respectively. Descriptive statistics were used to identify characteristics of the selected population. Analysis of variance was used to examine differences between the three employment groups on the outcome measures of job satisfaction, burnout, and desire to leave their position. The results of this study significantly support the belief that job sharing has a positive impact on job satisfaction and job retention. Implications for nursing administrators as well as individual nurses will be discussed.</p>","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"12 4","pages":"16-22"},"PeriodicalIF":0.0,"publicationDate":"1999-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21919219","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Quality of nurses' work life: strategies for enhancement.","authors":"B Davis,&nbsp;B Thorburn","doi":"10.12927/cjnl.1999.16293","DOIUrl":"https://doi.org/10.12927/cjnl.1999.16293","url":null,"abstract":"<p><p>The radical transformation resulting from health care reform, with its emphasis on restructuring, reorganizing and downsizing, has impacted on the nursing profession and has profoundly effected the quality of nurses' work life. The Health Care Corporation of St. John's experienced the stress associated with change when it simultaneously merged eight health care sites and introduced a programmed-based management structure. This article reviews the strategies developed in response to this transition by the Nurses' Quality of Worklife Team, to help reduce stress and enhance the quality of nurses' work life. In particular, it highlights the development and implementation of a professional support network called the Nursing Peer Support Program.</p>","PeriodicalId":80260,"journal":{"name":"Canadian journal of nursing leadership","volume":"12 4","pages":"11-5"},"PeriodicalIF":0.0,"publicationDate":"1999-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21919216","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}