- Nursing leadership is a vital component in the delivery of patient care.
- Since this guideline was first published in 2006, additional evidence has emerged to support its recommendations and links to positive patient outcomes through leadership
- The transformational leadership practices found in this second edition of Developing and Sustaining Nursing Leadership are supported by significant empirical evidence, including studies of leadership specific to staff nurses.
- Leadership practices reflected by nurses at the point-of-care included using their knowledge and clinical expertise to question the status quo, challenge process and question treatments.
- When nurses clarify information for patients and their families, they are promoting a greater understanding of their illness and ensuring patients are empowered to make informed decisions about their care
- Recent evidence suggests building relationships and trust must extend beyond intrapersonal and interdisciplinary relationships to include all partners in the health-care system, such as inter-organizational relationships.
- The other practice that has been revised is balancing competing values and priorities, which we expanded to reflect the need for leaders to manage the complexity of the health-care system and contribute to health-system transformation.
- The context to support the expression of the leadership capabilities includes both organizational supports and personal resources.
- Organizational culture and climate was added as a relevant influence on leadership behaviour.
- Based on current literature, personal resources that influence leadership practices were expanded to reflect an emphasis on engaging in coaching and mentoring activities
- Social supports were described more specifically to include both personal and professional supports.
Healthy Work Environment
Developing and Sustaining Nursing Leadership - 2nd Edition
Background Information