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First‐line nurse leaders’ health‐care change management initiatives
Author(s) -
MACPHEE MAURA,
SURYAPRAKASH NITYA
Publication year - 2012
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.1365-2834.2011.01338.x
Subject(s) - change management (itsm) , restructuring , nursing , scope (computer science) , health care , nurse administrator , line management , stakeholder , leadership development , organizational culture , nursing management , unit (ring theory) , public relations , political science , medicine , business , psychology , medline , marketing , mathematics education , lean manufacturing , computer science , law , programming language
macphee m. & suryaprakash n . (2012) Journal of Nursing Management 20, 249–259
First‐line nurse leaders’ health‐care change management initiatives Aim To examine nurse leaders’ change management projects within British Columbia, Canada. Background British Columbia Nursing Leadership Institute 2007–10 attendees worked on year‐long change management initiatives/projects of importance to their respective health‐care institutions. Most leaders were in first‐line positions with <3 years’ experience. Method Consenting leaders’ project reports ( N = 133) were content analysed for specific themes: types of projects; scope of projects (e.g. unit or local level, departmental, institutional); influence targets or key stakeholder groups targeted by the projects; leadership successes and challenges. Results Of study participants, 77% successfully completed their projects. Staff tool and resource development and existing services improvement were major project types. Care delivery teams were the major influence targets. Only 25% of projects were at the unit level. Many projects had broader scopes, such as institutional levels. Participants cited multiple leadership successes, including enhanced leadership styles and organizational skills. Conclusion First‐line nurse leaders were able to successfully manage projects beyond their traditional scope of responsibilities. The majority of projects dealt with staff needs and healthcare restructuring initiatives. Implications for nursing management Constant change is a global reality. Change management, a universal competency, must be included in leadership development programmes.