|
|
Mackay, B. (2007). Leadership strategies for role development in primary health care nursing. coda, An Institutional Repository for the New Zealand ITP Sector, 11, 31–39.
Abstract: This paper has been developed from part of the writer's doctoral thesis on forces influencing the development of innovative roles in primary health care nursing. The focus of this paper is leadership strategies designed to reduce the issue of poor professional identity and support.
|
|
|
|
Hughes, F., Duke, J., Bamford-Wade, A., & Moss, C. (2006). Enhancing nursing leadership through policy, politics, and strategic alliances. Nurse Leader, 4(2), 24–27.
Abstract: This paper looks at the links between nursing roles and health policy in New Zealand. Strategic alliances between key professional leaders in different nursing roles can help the profession by directly influencing policy development and implementation. This form of policy entrepreneurship is an important component of professional leadership.
|
|
|
|
Bavidge, D. (2006). Leadership: Further perspectives. Available online from Eastern Institute of Technology, 14(1), 20–22.
Abstract: This paper uses two perspectives, a feminist analysis and emancipatory leadership model, to analyse the practice and philosophy of leadership. It finds the important components of leadership include communicating understanding, developing a sense of community, and reconstituting the power relationships. This challenges traditional leadership perspectives which privilege individuals hierarchically appointed, or with deemed alienable qualities or traits.
|
|
|
|
Winiata, W. (2012). Leadership Styles and Nursing in a Whanau Ora Context. Available through NZNO library, (19), 43–50.
Abstract: This paper will focus on nursing leadership, in particular the place of whanau ora in nursing practice. It explores one Maori and one tauiwi leadership style in relation to nursing practice in a whanau ora context. A critical appraisal of the Maori leadership style is given alongside discussion of how it promotes positive shifts in the health status of Maori communities. Finally, the paper discusses how this Maori leadership style supports the learning and development of Maori student nurses preparing for registered practice.
|
|
|
|
Hamer, H. P., Finlayson, M., Thom, K., Hughes, F., & Tomkins, S. (2006). Mental health nursing and its future: A discussion framework: Report from the Expert Reference Group to the Deputy Director-General Dr Janice Wilson. Wellington: Ministry of Health.
Abstract: This project was initiated by the Ministry of Health to ensure a nationally coordinated approach to mental health nursing. The purpose of the project is to provide a national strategic framework for mental health nursing that will strengthen both nursing leadership and practice within the multi-disciplinary clinical environment. The framework reviews a range of key workforce issues identified by the Ministry of Health and provides strategies to move mental health nursing forward. The framework integrates directions from government mental health strategies, policies and directions, national and international literature as well as professional nursing requirements which aim to create a sustainable mental health nursing workforce using evidence based practice. The framework considers a range of key workforce issues identified by the Ministry of Health including: nursing leadership, nurse practitioners, standards, skill mix, clinical career pathways, professional supervision, education, research and recruitment and retention.
|
|
|
|
Trimmer, W. C. (2006). The way things are done around here: Perceptions of clinical leadership in mental health nursing. Ph.D. thesis, , .
Abstract: This research project explored nurses' perceptions of clinical leadership in mental health nursing practice. Within New Zealand no research exists that evaluates the role and impact the clinical leadership has in mental health nursing practice. From personal experience and discussion with colleagues the author argues that clinical leadership in terms of support and guidance for nurses is often minimal and that there is a relationship between qualities of clinical leadership and poor retention rates of mental health nurses. The prime objective of this study was to increase knowledge about clinical leadership in mental health nursing practice. This research used a quantitative descriptive methodology, utilising survey design. A questionnaire was used to rank the attributes of the person the respondents identified as a clinical leader. The data was collected from 30 registered nurses working in mental health settings within the central region of New Zealand. Findings indicate that there is room for improvement with regard to clinical leadership in mental health nursing practice. Clinical leadership is perceived to be more effective by nurses in their second year of practice and in community settings. A statistically significant difference was indicated between nurses in their second year of practice and nurses in their third year of practice in terms of their ranking of clinical leadership abilities. Overall the respondents perceived poor communication and poor attitude as the biggest barriers to effective leadership. Support and good role models were said to influence nursing practice positively and the skills that were identified as being helpful in assisting and retaining nurses were mentorship and good communication. The results of the study are discussed in relation to the literature on transformational leadership skills. Finally, the general limitations of the study are outlined and implications for future research are discussed.
|
|
|
|
Jacobs, S. (2005). Advanced nursing practice and the nurse practitioner: New Zealand nursing's professional project in the late 20th century. Ph.D. thesis, , .
Abstract: This thesis examines the forces influencing the development of contemporary advanced nursing practice in New Zealand. It begins with an historical approach to explore the various meanings of advanced nursing practice from the late 1800s through the first years of the 21st century. Seven historical understandings of the meaning of 'advanced' nursing practice emerge. The author's analysis of the broad scope of New Zealand nursing history, including a case study of the development and implementation of the nurse practitioner, draws on theoretical perspectives from sociology, political science, and nursing. She develops a “framework of critical factors for nursing to take into account when considering how to ensure the profession is able to deliver on its great potential to improve the health of New Zealand communities”. Examining the work of a range of nursing leaders, past and present, and drawing on the work of political scientist, John Kingdon, the author describes the work of several nurses as “policy entrepreneurship.”
|
|
