Looks at the importance of effective communication both in leadership and patient care. Covers different forms of communication and some practical ways to improve team members' communication skills.
Looks at what makes a bad boss; how to start constructive conversations and where to get help and support. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Knowing how to build a strong business case is a valuable skill for nurses in any band or setting as it means you can demonstrate the value of your work or proposed projects. With NHS funding severely stretched, organisational leaders are continually making difficult decisions about where to invest and where to cut back. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
this article discusses the benefits for nurse leaders to explore a new approach known as quantum leadership. This is a relationship-focused and value-based leadership style in which leaders understand that healthcare organisations have been in a state of flux and recognise how to respond constructively to change in the future. Quantum leadership enables nurse leaders to create and maintain synergistic team working, whereby the team works together towards the common goal of delivering optimal person-centred care. The author suggests that quantum leadership is an engaging and realistic approach to adopt, with benefits of all staff delivering healthcare services and ultimately for patients. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Not all nurses managers have experience so education in, and exposure to, compassionate leadership can be vital
What is the difference between a manager and a leader? All organisations need a manager, but they benefit from leaders. But when nurses become managers, are they managing, leading or both? To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
The nursing profession is facing some of its greatest challenges. After providing society with highly skilled care during the pandemic, the effects of the demands made of nurses are becoming noticeable, leading to global staffing shortages. The positive impact of nursing leadership strategies on the profession’s response to COVID-19 have been significant, yet more recently we have seen the media portrayal of nurses shift from angels and heroes to disrupters. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Leadership in nursing is about inspiring colleagues to deliver the best care and improve patient outcomes, whether you are a student, newly qualified or a team leader
It is an outdated notion that leaders are only those who manage a team, or call all the shots. There is increasing recognition in nursing that everyone – at every level – can demonstrate leadership and develop as a leader.
To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
The authors rapidly reviewed the international literature to identify determinants of workplace violence against hospital-based nurses and the effects of workplace violence on nurse outcomes. Twenty-one studies (22 articles) formed the final sample – 16 quantitative, three qualitative and two mixed-methods studies. Supervisors, other nurses and physicians were the major perpetrators of workplace violence against nurses. To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
This literature review focused on nurses in the NHS and found that self-rostering had a positive effect on their work-life balance and job satisfaction. However, a move to self-rostering can pose challenges and it should be assessed for suitability before implementation.
Empathetic and inclusive leaders enable teams to achieve better outcomes for patients, but can be difficult to find in the hierarchical organisations of the NHS
Compassionate leadership is good for staff and good for patients, with a growing evidence base showing that it results in staff being more motivated and delivering high-quality care.
To read the full article, choose Open Athens “Institutional Login” and search for “Midlands Partnership”.
Listening to the voices of nurses working closest to patients and supporting them to implement positive change is a way to flatten traditional NHS hierarchies. Done properly, it can improve patient outcomes as well as increase job satisfaction for staff say nursing leaders.
This article provides an introduction to coaching and action learning as approaches nurse leaders and managers can use to promote leadership development among individual team members and within the team. It describes how coaching and action learning work and their potential benefits and challenges. It explains how the two approaches can be used to underpin effective problem-solving and goal setting, and support nurses in their professional development, the ultimate aim being to deliver safe and effective patient care.
Results Overall, the democratic style of leadership and the integrating style of conflict management were the most favoured by participants, while the laissez-faire leadership style and the dominating style of conflict management were the least favoured. Significant positive correlations were established between the leadership styles of participants and their conflict management styles. The regression analysis showed a significant predictive power of leadership styles, specifically the democratic and autocratic styles, on 30% of the variance in conflict management styles.
Open access. To establish what leadership competencies are expected of Master level educated nurses like the Advanced Practice Nurses and the Clinical Nurse Leaders as described in the international literature.
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