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Innovative leadership and management in a nursing home
Author(s) -
Jeong Sarah YeunSim,
Keatinge Diana
Publication year - 2004
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1111/j.1365-2834.2004.00451.x
Subject(s) - nursing , nursing management , teamwork , team nursing , psychosocial , nursing research , primary nursing , medicine , nurse education , job satisfaction , work (physics) , psychology , political science , social psychology , mechanical engineering , psychiatry , law , engineering
The Australian Aged Care Reform Package, implemented from October 1997, has led radical changes in nursing practice in residential aged care facilities. Apart from anecdotal evidence, however, little is known about the impact of the Reform Package on nursing staff and their practice in nursing home facilities. In an attempt to explore these issues a qualitative explorative research study was conducted in one nursing home during 2000–2001. The study found that the impact of policy change on nursing staff and their practice depended on the management's leadership in interpreted the new policy and implemented innovative strategies in order to meet its requirements. The findings of the study highlight management's ‘no them vs. us’ and ‘holistic’ approach that considered both nursing staff and residents as whole beings. Integral to this approach was management's recognition that in order to facilitate teamwork, appropriate standards of nursing practice and resident care, and staff job satisfaction four resource elements must be provided. These elements comprise material, environmental, psychosocial and psychological resources. Management's provision of each of these resources ensured that nurses considered this nursing home ‘a nice place to work’.