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Leading change: a concept analysis
Author(s) -
NelsonBrantley Heather V.,
Ford Debra J.
Publication year - 2017
Publication title -
journal of advanced nursing
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.948
H-Index - 155
eISSN - 1365-2648
pISSN - 0309-2402
DOI - 10.1111/jan.13223
Subject(s) - clarity , cinahl , psychology , health care , planned change , context (archaeology) , psychological intervention , nursing research , knowledge management , applied psychology , nursing , social psychology , medicine , organizational commitment , political science , computer science , chemistry , psychiatry , law , biology , paleontology , biochemistry
Aim To report an analysis of the concept of leading change. Background Nurses have been called to lead change to advance the health of individuals, populations, and systems. Conceptual clarity about leading change in the context of nursing and healthcare systems provides an empirical direction for future research and theory development that can advance the science of leadership studies in nursing. Design Concept analysis. Data sources CINAHL , PubMed, Psyc INFO , Psychology and Behavioral Sciences Collection, Health Business Elite and Business Source Premier databases were searched using the terms: leading change, transformation, reform, leadership and change. Literature published in English from 2001 – 2015 in the fields of nursing, medicine, organizational studies, business, education, psychology or sociology were included. Methods Walker and Avant's method was used to identify descriptions, antecedents, consequences and empirical referents of the concept. Model, related and contrary cases were developed. Results Five defining attributes of leading change were identified: (a) individual and collective leadership; (b) operational support; (c) fostering relationships; (d) organizational learning; and (e) balance. Antecedents were external or internal driving forces and organizational readiness. The consequences of leading change included improved organizational performance and outcomes and new organizational culture and values. Conclusion A theoretical definition and conceptual model of leading change were developed. Future studies that use and test the model may contribute to the refinement of a middle‐range theory to advance nursing leadership research and education. From this, empirically derived interventions that prepare and enable nurses to lead change to advance health may be realized.