School of Nursing, University of Adelaide, Australia.
J Nurs Manag. 2011 May;19(4):542-55. doi: 10.1111/j.1365-2834.2011.01258.x.
To describe the experiences of 14 clinical nursing leaders introducing a knowledge translation (KT) project into one metropolitan acute care hospital in South Australia. The study also explored team members' and service managers' experiences.
KT strategies assume that local (nursing) clinical leaders have the capacity and capability to champion innovation combining positional leadership roles (ward leader) with a project lead role. There is limited evidence to support these assumptions.
Semi-structured interviews of clinical nursing leaders and managers were undertaken at month 4 and 12 of the project. Data were also collected from the interdisciplinary team members (n = 28).
Clinical nursing leaders identified risks and anxieties associated with taking on an additional leadership role, whereas managers acknowledged the multiple pressures on the system and the need for local level innovation. Team members generally reported positive experiences.
With support, clinical nursing leaders can effectively embrace KT project leadership roles that complement their positional leadership roles. Clinical nursing leaders' experiences differed from nursing and medical managers' experiences.
Managers need to be more attuned to the personal risks local leaders experience, providing support for leaders to experiment and innovate. Managers need to integrate local priorities with broader system wide agendas.
描述 14 名临床护理领导者将知识转化（KT）项目引入南澳大利亚一家大都市急性护理医院的经验。该研究还探讨了团队成员和服务经理的经验。
KT 策略假设当地（护理）临床领导者有能力和能力将创新与职位领导角色（病房领导）与项目领导角色相结合。几乎没有证据支持这些假设。
在项目的第 4 个月和第 12 个月对临床护理领导者和管理人员进行半结构化访谈。还从跨学科团队成员（n = 28）处收集数据。
临床护理领导者确定了承担额外领导角色相关的风险和焦虑，而管理人员则承认系统面临的多重压力以及对地方一级创新的需求。团队成员普遍报告了积极的经验。
在支持下，临床护理领导者可以有效地接受 KT 项目领导角色，补充他们的职位领导角色。临床护理领导者的经验与护理和医疗管理人员的经验不同。
管理人员需要更加关注当地领导者所经历的个人风险，为领导者提供支持，让他们进行实验和创新。管理人员需要将地方优先事项与更广泛的系统范围议程相结合。
