Nelson, K. M., Connor, M., & Alcorn, G. D. (2009). Innovative nursing leadership in youth health. Nursing Praxis in New Zealand, 25(1), 27–37.
Abstract: Looks one of the eleven health care nursing innovation projects funded by the Ministry of Health: Vibe Youth Transition Services, located in the Hutt Valley, formerly known as the Hutt Valley Youth Service. Highlights the leadership role provided by the nurse practitioner (NP) which led to youth health and development nationally.
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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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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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McDonald, R. (1999). Leadership and motivation in nursing practice. Vision: A Journal of Nursing, 5(9), 42–44.
Abstract: This article explores the role of leadership in improving motivation and workplace behaviour. Strategies and tools for managing motivational issues are presented, such as organisational culture, rewards systems and quality assurance.
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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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Clunie, S. (2006). The current trend and importance of postgraduate education for nurses. coda, An Institutional Repository for the New Zealand ITP Sector, 10, 18–23.
Abstract: The purpose of this essay is to examine why postgraduate education has become so important, to examine some of the issues around mandatory continuing education and the practical effect of this on a nursing career. Four strategies from the Ministry of Health, designed to facilitate changing nurse education, are discussed. The importance of Professional Development Recognition programmes is discussed along with the need for strong nursing leadership.
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Buisman, B. (2006). Nursing 2020: How will 'Magnet' hospitals fit in? Nursing Journal Northland Polytechnic, 10, 33–41.
Abstract: Nursing shortages, technology, advances in genetics and the knowledge explosion are trends that have an influence on the nursing profession in the future. This article will examine these trends and give an overview of what it may be like to nurse in an acute-care hospital in the year 2020. The impact of leadership, management and political influences will also be discussed. The American concept of 'Magnet' hospitals will be described as one possible solution to the issues that affect the nursing profession in New Zealand.
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Litchfield, M., & Laws, M. (1999). Achieving family health and cost-containment outcomes: Innovation in the New Zealand Health Sector Reforms. In Cohen,E. & De Back,V. (Eds.), The outcomes mandate: New roles, rules and relationships. Case management in health care today (pp. 306-316). St Louis: Mosby.
Abstract: The chapter presents the research findings of the 1992-1993 Wellington Nurse Case Management Scheme Project as a distinct model of nurse case management, which introduced a role and form of practice of a family nurse and a diagram of the service delivery structure required for support and relevant for the New Zealand health system reforms.
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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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Casey, H. (2000). Empowerment: What can nurse leaders do to encourage an empowering environment for nurses working in the mental health area. Ph.D. thesis, , .
Abstract: For nurses to have control over their practice they need to have input into policy development. Nurses having control over their practice has been linked to nursing empowerment. Therefore the question explored in this research project is: What can nurse leaders do to encourage an empowering environment for nurses working in the mental health area? The literature reviewed for this project includes empowerment, power, the history of nursing in relation to women's role in society, oppression and resistance, and literature on Critical Social Theory as the underlying theoretical and philosophical position which informs the research process. In order to answer the research question a single focus group was used to gather data from a group of registered nurses practising in mental health. Focus groups as a data collection method produce data and insights that would be less accessible without the interaction found in the group. The key themes to emerge from the data analysis were: power is an important component of empowerment and power relationships; and at a systems level, professional, organisational, and political influences impact on feelings of empowerment and/or disempowerment. These key themes are discussed in relation to the literature and the broader social and cultural context of the mental health care environment. The contribution this research makes to nursing includes a list of recommendations for nurse leaders who aim to provide an empowering environment for nurses practising in mental health.
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Trimmer, W. C. (2006). The way things are done around here: Perceptions of clinical leadership in mental health nursing. Whitireia Nursing Journal, 13, 68–69.
Abstract: Based on the author's thesis, this research project explored nurses' perceptions of clinical leadership 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.
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Mockett, L., Horsfall, J., & O'Callaghan, W. (2006). Education leadership in the clinical health care setting: A framework for nursing education development. Nurse Education in Practice, 6(6), 404–410.
Abstract: This paper describes how a new framework for clinical nursing education was introduced at Counties Manukau District Health Board. The project was initiated in response to the significant legislative and post registration nursing education changes within New Zealand. The journey of change has been a significant undertaking, and has required clear management, strong leadership, perseverance and understanding of the organisation's culture. The approach taken to managing the change had four stages, and reflects various change management models. The first stage, the identification process, identified the impetus for change. Creating the vision is the second stage and identified what the change would look like within the organisation. To ensure success and to guide the process of change a realistic and sustainable vision was developed. Implementing the vision was the third stage, and discusses the communication and pilot phase of implementing the nursing education framework. Stage four, embedding the vision, explores the process and experiences of changing an education culture and embedding the vision into an organisation. The paper concludes by discussing the importance of implementing robust, consistent, strategic and collaborative processes that reflect and evaluate best educational nursing practice.
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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.
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Wilson, M. (2001). Organisational psychopaths and our health culture. Kai Tiaki: Nursing New Zealand, 7(3), 27–29.
Abstract: The author discusses recent research on organisational psychopaths, and suggests it offers an explanation for the state of the health system since managerialism was ushered in through health reforms. She identifies personality traits of organisational psychopaths and of aberrant self-promoters. The author gives her experience of changes to the structure of nursing at a North Island metropolitan public hospital over an 8-year period.
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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.
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