Clinical leadership in contemporary clinical practice: implications for nursing in Australia
- Publisher:
- Blackwell Publishing Ltd
- Publication Type:
- Journal Article
- Citation:
- Journal of Nursing Management, 2006, 14 (3), pp. 180 - 187
- Issue Date:
- 2006-01
Closed Access
Full metadata record
Field | Value | Language |
---|---|---|
dc.contributor.author | Davidson, PM | en_US |
dc.contributor.author | Elliott, D | en_US |
dc.contributor.author | Daly, J | en_US |
dc.date.issued | 2006-01 | en_US |
dc.identifier.citation | Journal of Nursing Management, 2006, 14 (3), pp. 180 - 187 | en_US |
dc.identifier.issn | 0966-0429 | en_US |
dc.identifier.uri | http://hdl.handle.net/10453/4535 | |
dc.description.abstract | Leadership in the clinical practice environment is important to ensure both optimal patient outcomes and successive generations of motivated and enthusiastic clinicians. The present paper seeks to define and describe clinical leadership and identify the facilitators and barriers to clinical leadership. We also describe strategies to develop clinical leaders in Australia. Key drivers to the development of nursing leaders are strategies that recognize and value clinical expertise. These include models of care that highlight the importance of the nursing role; evidence-based practice and measurement of clinical outcomes; strategies to empower clinicians and mechanisms to ensure participation in clinical decision-making. Significant barriers to clinical leadership are organizational structures that preclude nurses from clinical decision making; the national shortage of nurses; fiscal constraints; absence of well evaluated models of care and trends towards less skilled clinicians. Systematic, strategic initiatives are required to nurture and develop clinical leaders. These strategies need to be collegial collaborations between the academic and health care sectors in order to provide a united voice for advancing the nursing profession. | en_US |
dc.publisher | Blackwell Publishing Ltd | en_US |
dc.relation.ispartof | Journal of Nursing Management | en_US |
dc.relation.isbasedon | 10.1111/j.1365-2934.2006.00555.x | en_US |
dc.subject.classification | Nursing | en_US |
dc.subject.mesh | Humans | en_US |
dc.subject.mesh | Cooperative Behavior | en_US |
dc.subject.mesh | Motivation | en_US |
dc.subject.mesh | Leadership | en_US |
dc.subject.mesh | Nurse's Role | en_US |
dc.subject.mesh | Interprofessional Relations | en_US |
dc.subject.mesh | Evidence-Based Medicine | en_US |
dc.subject.mesh | Models, Nursing | en_US |
dc.subject.mesh | Health Policy | en_US |
dc.subject.mesh | Career Mobility | en_US |
dc.subject.mesh | Education, Nursing, Continuing | en_US |
dc.subject.mesh | Clinical Competence | en_US |
dc.subject.mesh | Staff Development | en_US |
dc.subject.mesh | Nurse Administrators | en_US |
dc.subject.mesh | Nurse Practitioners | en_US |
dc.subject.mesh | Health Services Needs and Demand | en_US |
dc.subject.mesh | National Health Programs | en_US |
dc.subject.mesh | Decision Making, Organizational | en_US |
dc.subject.mesh | Organizational Innovation | en_US |
dc.subject.mesh | Nursing, Supervisory | en_US |
dc.subject.mesh | Professional Autonomy | en_US |
dc.subject.mesh | Patient Care Team | en_US |
dc.subject.mesh | Outcome Assessment (Health Care) | en_US |
dc.subject.mesh | Australia | en_US |
dc.subject.mesh | Australia | en_US |
dc.subject.mesh | Career Mobility | en_US |
dc.subject.mesh | Clinical Competence | en_US |
dc.subject.mesh | Cooperative Behavior | en_US |
dc.subject.mesh | Decision Making, Organizational | en_US |
dc.subject.mesh | Education, Nursing, Continuing | en_US |
dc.subject.mesh | Evidence-Based Medicine | en_US |
dc.subject.mesh | Health Policy | en_US |
dc.subject.mesh | Health Services Needs and Demand | en_US |
dc.subject.mesh | Humans | en_US |
dc.subject.mesh | Interprofessional Relations | en_US |
dc.subject.mesh | Leadership | en_US |
dc.subject.mesh | Models, Nursing | en_US |
dc.subject.mesh | Motivation | en_US |
dc.subject.mesh | National Health Programs | en_US |
dc.subject.mesh | Nurse Administrators | en_US |
dc.subject.mesh | Nurse Practitioners | en_US |
dc.subject.mesh | Nurse's Role | en_US |
dc.subject.mesh | Nursing, Supervisory | en_US |
dc.subject.mesh | Organizational Innovation | en_US |
dc.subject.mesh | Outcome Assessment (Health Care) | en_US |
dc.subject.mesh | Patient Care Team | en_US |
dc.subject.mesh | Professional Autonomy | en_US |
dc.subject.mesh | Staff Development | en_US |
dc.title | Clinical leadership in contemporary clinical practice: implications for nursing in Australia | en_US |
dc.type | Journal Article | |
utslib.citation.volume | 3 | en_US |
utslib.citation.volume | 14 | en_US |
utslib.for | 111003 Clinical Nursing: Secondary (Acute Care) | 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 | |
pubs.organisational-group | /University of Technology Sydney/Strength - AAI - Advanced Analytics Institute Research Centre | |
pubs.organisational-group | /University of Technology Sydney/Strength - CHSP - Health Services and Practice | |
pubs.organisational-group | /University of Technology Sydney/Strength - WHO CC | |
utslib.copyright.status | closed_access | |
pubs.consider-herdc | true | en_US |
pubs.issue | 3 | en_US |
pubs.notes | OK | en_US |
pubs.volume | 14 | en_US |
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Filename | Description | Size | |||
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![]() | 2006004248.pdf | 710.75 kB | Adobe PDF |
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Abstract:
Leadership in the clinical practice environment is important to ensure both optimal patient outcomes and successive generations of motivated and enthusiastic clinicians. The present paper seeks to define and describe clinical leadership and identify the facilitators and barriers to clinical leadership. We also describe strategies to develop clinical leaders in Australia. Key drivers to the development of nursing leaders are strategies that recognize and value clinical expertise. These include models of care that highlight the importance of the nursing role; evidence-based practice and measurement of clinical outcomes; strategies to empower clinicians and mechanisms to ensure participation in clinical decision-making. Significant barriers to clinical leadership are organizational structures that preclude nurses from clinical decision making; the national shortage of nurses; fiscal constraints; absence of well evaluated models of care and trends towards less skilled clinicians. Systematic, strategic initiatives are required to nurture and develop clinical leaders. These strategies need to be collegial collaborations between the academic and health care sectors in order to provide a united voice for advancing the nursing profession.
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