NHS Employers – resource page on staff engagement
A webpage of resources including a link to the evidence base (scroll down)
Linking Nurse Leadership and Work Characteristics to Nurse Burnout and Engagement
Lewis, H et al
Nursing research, Jan 2016, vol. 65, no. 1, p. 13-23
Study of 120 nurses and effect of transformational leadership on work environment characteristics and engagement.
‘Watching an artist at work’: aesthetic leadership in clinical nursing workplaces
Mannix J, Wilkes L and Daly J
Journal of Clinical Nursing, Volume 24, Issue 23-24,pages 3511–3518, December 2015
Article explores moving away from leadership style based on teamwork, quality and safety to one encompassing a moral dimension with themes of ‘be seen in the clinical area’; leading with composure; ‘a sense of calm in a hideous shift’ and ‘create an environment just by your being’. Based on Australian data collected from 43 nurses (interview data and written accounts).
Dimensions, discourses and differences: trainees conceptualising health care leadership and followership
Gordon L et al
Medical Education, Volume 49, Issue 12, pages 1248–1262, December 2015
Posits the “individualist” (individual behaviour, hierarchy and personality) model of leadership and followership as being the dominant model amongst the medical trainees interviewed either individually or in a group setting, in contrast to contemporary view of leadership as a group process. 65 UK medical trainees across all stages of training and a range of specialties were interviewed.
Open access article BMJ Open by Lisi Gordon et al – Leadership and followership in the healthcare workplace: exploring medical trainees experiences through narrative inquiry.
Evaluating pharmacy leader development through the seven action logics
Philip A et al
Am J Health Syst Pharm. 2016 Jan 15;73(2):82-5
Article based on interviews with 14 leaders who have won national awards for contribution to pharmacy practice, examining characteristics of leadership behaviour in different life stages – early years, education and work years and with benefit of formal education and mentorship.
Health Management Forum, January 2016 issue , Canadian College of Health Leaders
“Health Management Forum is the official peer-reviewed journal of the Canadian College of Health Leaders. The journal publishes articles on leading practices related to health leadership and management, including recent research, new technology and professional practices from health leaders’ perspectives” (excerpt from webpage). Many of the articles are open access.
Examples: A system of system lenses for leadership decision-making, Politics trumps policy: How health ministers make decisions, and Physicians at the executive table.
Exploring senior nurses’ experiences of leading organizational change
Boyal, A and Hewison, A
Leadership in Health Services, Vol. 29 Iss: 1 (January 2016), pp.37 – 51
Article aims to address the gap in research in how senior nurses lead change. The researchers from Queen Elizabeth Hospital Birmingham UK and University of Birmingham UK found that senior nurses focused on leadership and workforce issues, internal influences and external pressures. Senior nurses were found to provide stability in times of change but need to be given time and support to lead and influence strategic decision making, and also to provide the “nursing voice” at board level.
Case study from NHS Employers: Supportive leadership training from Coventry and Warwickshire Partnership Trust (published January 2016)
Case study looks at this mental health Trust and describes the challenges , steps to success and top tips for other trusts.
The Trust decided to take part in a pilot programme of training specifically to explore the link between supportive management behaviour and sickness absence, they have since committed to rolling out the ‘train the trainer’ programme in 2016 as part of a band 7 leadership programme.
The role of leader emotion management in leader–member exchange and follower outcomes
Little LM, Gooty J and Williams M
The Leadership Quarterly, Vol 27, Issue 1, February 2016, Pages 85–97 (Open Access)
Article has substantial literature review and addresses the gap in knowledge of how leaders’ behavioural strategies are used to manage negative emotions by followers.