Lindsay, N. (2023). The Leadership practices of nurses in the New Zealand hospital ward: A focused ethnography. Doctoral thesis, Victoria University of Wellington, 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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Aspinall, C. (2022). The impact of intersectionality on the empowerment and development of nurses into leadership roles. Doctoral thesis, University of Auckland, Auckland.
Abstract: Highlights the impact of the intersection of socially-constructed identities such as race, gender, and class, on nurses' ability to develop as leaders. Aims to learn how to create a culture of nursing leadership by explaining the impact of intersectionality on the empowerment and development of nurses into leadership roles. Designs a mixed-methods, explanatory, sequential research study in two phases, comprising an online questionnaire and 31 semi-structured interviews with nurses and managers.
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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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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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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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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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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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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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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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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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Pipi, K., Moss, M., & Were, L. (2021). Nga manukura o apopo: sustaining kaupapa Maori nurse and midwifery leadership. Kai Tiaki Nursing Research, 12(1), 16–24.
Abstract: Analyses and synthesises the evaluation reports of the clinical leadership training programmes of Nga Manukura o Apopo, the national Maori nursing and midwifery workforce development programme. Considers how the marae-based Kaupapa Maori training approach contributed to the outcomes. Examines clinical leadership, recruitment, professional development and governance.
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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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Othman, M. (2022). The impact of transformational leadership on nurses' job satisfaction and retention: a literature review. Kai Tiaki Nursing Research, 13(1), 26–31.
Abstract: Describes the impact of nursing leadership style on staff nurses' satisfaction with their work and intention to stay. Conducts a literature search to ascertain the effect of nursing leadership type on quality of care and nurse turnover. Provides an overview of ways in which transformational leadership increases job satisfaction and retention.
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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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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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