Hughes Kerri-Ann, Carryer Jennifer Barbara
Massey University, Palmerston North, New Zealand.
Policy Polit Nurs Pract. 2011 Feb;12(1):36-45. doi: 10.1177/1527154410393978. Epub 2011 Feb 8.
This article reports research reviewing the configuration of nursing leadership in New Zealand public hospitals. It represents an analysis of Phase 1 of a larger study. Leadership in nursing is critical if the profession is to meet the challenges of health services in the 21st century. The research focuses on how leadership in public hospitals is structured at a strategic level. The preliminary summary of findings of this phase of the research show that reporting lines between directors of nursing (DON) and the chief executive officer (CEO) are not always direct, and organizational charts and nursing structures are not readily aligned. Clear financial or budget holding reporting lines by nursing leadership are not easily identified, or are professional and operational accountability lines clearly defined. From 15 total responses received, the organizations are structured differently both organizationally and in the nursing structures.
本文报道了一项关于新西兰公立医院护理领导配置的研究综述。它是一项更大规模研究第一阶段的分析。如果护理行业要应对21世纪医疗服务的挑战，护理领域的领导力至关重要。该研究聚焦于公立医院的领导力在战略层面是如何构建的。这一阶段研究结果的初步总结表明，护理主任（DON）与首席执行官（CEO）之间的汇报关系并非总是直接的，而且组织结构图与护理结构并不容易协调一致。护理领导层明确的财务或预算管理汇报关系不容易确定，专业和运营问责制的界限也没有明确界定。在收到的15份总体回复中，各机构在组织架构和护理结构方面均有所不同。
