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lessened by removal of accountabilities deemed not to be a priority, like the typing of long documents.

The last two meetings were concerned with preparation and ongoing professional development for the Clinical Nurse Leader. Their own professional development, the group established, was essential support for those in the role. The group agreed on a preparation and professional development proposal that would be put to the DHB where the research had been completed. This proposal included individual assessment by the CNL of their learning needs against the organisational position description. The proposal would also recommend that the DHB establish a senior nurse lounge, and set up an intranet site as a mechanism for CNL communication. This intranet site would profile each Clinical Nurse Leader employed by the DHB. In addition the CNL could have their respective nursing team explore what was their understanding of the role. The expectation of the group was that the proposal was to be progressed independent of the thesis.

9.3. Discussion

In general, the research findings resonate with the existing literature. I was particularly interested in the relationship this research had with previous works. Studies such as Tourangeau and McGilton (2004) who utilised a non nursing Leadership Practice Inventory Tool to assess nursing leadership and Welford (2002) who suggested that transformational leadership (a theory produced by a non-nurse Burns, 1978) are examples of these. I believed studies that relied on such theories, whilst informing the discussion around clinical leadership, were not the only approach. This concentration on what type of mainstream leadership behaviour is effective may not be useful for Clinical Nurse Leaders. It is known from such works, derived from non-nursing leadership theory, that certain agreed traits may be effective characteristics to display within the role of CNL. Kan (2002) warns, however, this may be to the detriment of developing clinical leaders. She suggests that devotion to emulating the so-called characteristics of an effective nurse leader may in fact promote the unattainable and unachievable for those in the role. Research that had not relied on such non-nursing theories and involved those in the role or their teams produced appropriate and arguably more attainable recommendations for those in this leadership

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