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Taylor, M., Budge, C., Hansen, C., Mar, M., & Fai, F. (2019). Written care plans and support for health goals: important components of long-term conditions care. Kai Tiaki Nursing Research, 10(1), 29–38.
Abstract: Measures the extent of care planning and support for health goals within a sample of Maori/non-Maori people with long-term conditions (LTC). Compares those with and without care plans, and those with and without support for health goals, with respect to health, and experiences with general practice. Patients enrolled in a MidCentral District Health Board regional LTC programme were recruited into the region's 'Talking about Health' study to explore LTC care from patient and provider perspectives by means of a questionnaire.
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Bogati, R., & Pirret, A. (2021). Loneliness among older people living in long-term care settings in a metropolitan city in Aotearoa New Zealand. Nursing Praxis in Aotearoa New Zealand, 37(2). Retrieved July 5, 2024, from www.nursingpraxis.org
Abstract: Correlates reduced social networks, depression, physical disability, and functional dependence with loneliness in long-term care facilities in NZ. Uses a correlational research design and a convenience sample of 36 older peopl,e with a mean age of 81, from four long-term care facilities in a metropolitan city, to assess functional independence, perceived health and well-being, depression, and levels of loneliness. Suggests that nurses working in such settings should consider and assess loneliness in their care plans for older people.
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Chen, C., Shannon, K., Napier, S., & Neville, S. (2022). Loneliness among older adults living in aged residential care in Aotearoa New Zealand and Australia: An integrative review. Nursing Praxis in Aotearoa New Zealand, 38(1). Retrieved July 5, 2024, from http://dx.doi.org/https://doi.org.10.36951/27034542.2022.02
Abstract: Synthesises available evidence on loneliness among older adults in aged residential care settings and identifies interventions that ameliorate loneliness for residents. Undertakes an extensive literature search in online databases, highlighting the main themes about loneliness interventions. Determines that interventions must foster reciprocal relationships and promote quality social engagement with others, while residents must receive personalised care to reduce loneliness.
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Wainwright, B., Julich, S., Waring, M., Yeung, P., & Green, J. (2016). Leaving the experts: experiences of liver transplant recipients in New Zealand. Nursing Praxis in New Zealand, 32(3). Retrieved July 5, 2024, from http://www.nursingpraxis.org
Abstract: Explores the experiences of discharged liver transplant recipients as they leave the hospital experts and return home. Adopts a sequential, exploratory mixed-method design, with a qualitative component: in-depth interviews with 17 liver transplant recipients. Explores their perspectives on quality of life post-operation in order to develop key concepts of post-operative wellbeing.
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Graham, K. - L. (2021). Leadership toward positive workplace culture in Aotearoa New Zealand: clinical nurse manager perspectives. Master's thesis, Victoria University, Wellington. Retrieved July 5, 2024, from https://figshare.com/articles/thesis/Leadership_toward_positive_workplace_culture_in_Aotearoa_New_Zealand_clinical_nurse_manager_perspectives/15087657 Victoria University of Wellington
Abstract: Seeks to understand how clinical nurse managers build positive culture in their workplace, while identifying leadership attributes and actions for generating positive workplace culture. Interviews 10 clinical nurse managers from one secondary hospital in the North Island about their strategies to build positive workplace culture: preparation for their role; maintaining perspective, and intention to enhance collaborative behaviour.
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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.
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Mackay, B. (2002). Leadership development: Supporting nursing in a changing primary health care environment. Nursing Praxis in New Zealand, 18(2), 24–32.
Abstract: The author argues that the involvement of nurses in the decision-making of health organisations is essential to maximise the contribution of nurses and promote positive outcomes for patients. She suggests that development of leadership skills will make nurses aware of power structures in the health system and allow them to become interdependent health professionals in primary health organisations (PHO). The particular competencies discussed are those proposed by Van Maurik (1997), namely ability to understand and manage organisational politics, work facilitatively with people and circumstances, and build a feeling of purpose.
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Dennis, J. (2005). How will transformative primary health care nursing leadership facilitate better health outcomes for Southlanders? Ph.D. thesis, , .
Abstract: Changes within the New Zealand health system have led to an emphasis on primary health care. The New Zealand government and the Southland District Health Board have identified that nurses can make significant contribution to improving the primary health outcomes for New Zealanders. However, within Southland there exist barriers to nurses influencing health outcomes. A Southland draft Primary Health Care Nursing Strategic Plan 2005 recommended that the employment of a primary health care nursing leader would reduce these barriers and lead to a comprehensive primary health care nursing service. This dissertation argues, using literature, that the employment of a transformative nursing leader, using a facilitative style, would implement changes that would develop a community responsive nursing service, establish a primary health care educational structure and ensure quality nursing care. Successful implementation would occur as the leader facilitates experiential learning within groups and with individuals to review current experiences and implement transformative primary health care nursing changes that improves health for all. The dissertation introduces the background to the changing primary health care environment in New Zealand and to the Southland current situation in chapter one. Chapter two describes the unique features of transformative leadership style and how it is applies to nursing and specifically to Southland's changing primary health care environment. The chapter specifically emphasises the role of and the art of facilitation which is a critical transformative leadership process. Chapter three describes the process of the experiential learning cycle, which the author argues will improve health outcomes, when used by the transformative leader to enable nurses to learn from their experiences and make nursing changes that improve health care. Chapter four addresses the dissertation question by describing how transformative leadership will facilitate the experiential learning process to Southlanders and improve health outcomes, reduce inequalities and increase accessibility through a comprehensive primary health care nursing service.
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Perkins, Z. (2020). The experiences of nurse managers navigating between two conceptual models of leadership in Aotearoa New Zealand. Master's thesis, Massey University, Wellington. Retrieved July 5, 2024, from http://hdl.handle.net/10179/16460
Abstract: Confronts the inherent conflict for nurse managers (NM) in the dual nature of their leadership role, the Professional Practice Model (PPM) and the Generic Management Model (GMM). Examines the challenges for NMs in trying to balance the conflicting requirements of their roles. Surveys five NMs about their main challenges: role confusion, expectations, support, and professional development. Contributes to the ongoing evolution of the NM role.
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McCallin, A. (2003). Interdisciplinary team leadership: A revisionist approach for an old problem? Journal of Nursing Management, 11(6), 364–370.
Abstract: In this paper the author argues that the term interdisciplinary team leadership should be embraced cautiously. Preliminary research suggests that interdisciplinary team leadership is a model of shared leadership that requires more development if it is to become the cornerstone of interdisciplinary team practice in a radically reforming health sector. Stewardship is proposed as a potential philosophy for interdisciplinary team leadership, and a new, shared leadership role of practice leader is suggested.
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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.
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Turner, C. L. E. A process evaluation of a shared leadership model in an intensive care unit. Ph.D. thesis, , .
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Lindsay, N. (2023). The Leadership practices of nurses in the New Zealand hospital ward: A focused ethnography. Doctoral thesis, Victoria University of Wellington, Wellington. Retrieved July 5, 2024, from https://figshare.com/articles/thesis/The_Leadership_Practices_of_Nurses_in_the_New_Zealand_Hospital_Ward_A_Focused_Ethnography/22827629 Victoria University of Wellington
Abstract: Describes and explores how nursing leadership practices occur in contemporary hospital wards in NZ. Utilises 18 months of episodic fieldwork observations in four wards of a hospital and individual discussions with nurses, to conduct a focussed ethnography from the perspective of leadership-as-practice. Uses qualitative analysis to identify the nature of leadership practices at all levels of the nursing team.
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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.
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Koorey, R. (2007). Documentation of the surgical count. Dissector, 34(4), 23–6,28,30.
Abstract: The author examines the current practices around the surgical counts of sponges, sharps and instruments, which is an integral component of safe perioperative nursing practice. Current practice, legislative requirements are reviewed, and the guidelines from the Perioperative Nurses College of New Zealand are reproduced. Case studies of errors in counts are used to illustrate the legal standards of practice.
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