Director of nursing and midwifery leadership: Informed through the lens of critical social science

Solman, A

Director of nursing and midwifery leadership: Informed through the lens of critical social science

Solman, A

Permalink

Publication Type:: Journal Article
Citation:: Journal of Nursing Management, 2010, 18 (4), pp. 472 - 476
Issue Date:: 2010-05-01

Closed Access

	Filename	Description	Size
	2009005722OK.pdf		109.86 kB	Adobe PDF	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Solman, A https://orcid.org/0000-0002-2906-8880	en_US
dc.date.issued	2010-05-01	en_US
dc.identifier.citation	Journal of Nursing Management, 2010, 18 (4), pp. 472 - 476	en_US
dc.identifier.issn	0966-0429	en_US
dc.identifier.uri	http://hdl.handle.net/10453/17032
dc.description.abstract	Aims: Highlight the use of critical social science theories, practice development principles and a situational leadership framework within transformational leadership to inform Directors of Nursing and Midwifery (DoNM) practices as leaders. Background: Healthcare is constantly changing, unpredictable, strives for quality service and cost containment, which can result in stress and crisis for healthcare workers. DoNM leadership is critical to supporting and leading staff through these complex times within healthcare. Key issues: Understanding theories, frameworks and their application to real-world practice can assist in supporting individuals and teams to navigate through the changing healthcare environment. Conclusion: Blending critical social science theories with practice development principles and the situational leadership framework can assist the DoNM to enact transformational leadership to support the development of individuals and teams to meet the complex healthcare needs of patients within the clinical setting. Implications for nurse management: This article contributes through the practical application of critical social science theories, practice development principles and situational leadership framework within transformational leadership as an approach for enacting DoNM leadership. To further understand and develop in the role of the contemporary DoNM in leadership, these directors are encouraged to publish their work. © 2010 The Author. Journal compilation © 2010 Blackwell Publishing Ltd.	en_US
dc.relation.ispartof	Journal of Nursing Management	en_US
dc.relation.isbasedon	10.1111/j.1365-2834.2010.01096.x	en_US
dc.subject.classification	Nursing	en_US
dc.subject.mesh	Humans	en_US
dc.subject.mesh	Leadership	en_US
dc.subject.mesh	Social Sciences	en_US
dc.subject.mesh	Midwifery	en_US
dc.subject.mesh	Nurse Administrators	en_US
dc.subject.mesh	Nursing Staff	en_US
dc.title	Director of nursing and midwifery leadership: Informed through the lens of critical social science	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	18	en_US
utslib.for	1110 Nursing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Health
utslib.copyright.status	closed_access
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	18	en_US

Abstract:

Aims: Highlight the use of critical social science theories, practice development principles and a situational leadership framework within transformational leadership to inform Directors of Nursing and Midwifery (DoNM) practices as leaders. Background: Healthcare is constantly changing, unpredictable, strives for quality service and cost containment, which can result in stress and crisis for healthcare workers. DoNM leadership is critical to supporting and leading staff through these complex times within healthcare. Key issues: Understanding theories, frameworks and their application to real-world practice can assist in supporting individuals and teams to navigate through the changing healthcare environment. Conclusion: Blending critical social science theories with practice development principles and the situational leadership framework can assist the DoNM to enact transformational leadership to support the development of individuals and teams to meet the complex healthcare needs of patients within the clinical setting. Implications for nurse management: This article contributes through the practical application of critical social science theories, practice development principles and situational leadership framework within transformational leadership as an approach for enacting DoNM leadership. To further understand and develop in the role of the contemporary DoNM in leadership, these directors are encouraged to publish their work. © 2010 The Author. Journal compilation © 2010 Blackwell Publishing Ltd.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/17032