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一线护士领导者的医疗保健变革管理举措。

First-line nurse leaders' health-care change management initiatives.

机构信息

Leadership Development Logic Model Study, University of British Columbia School of Nursing, Vancouver, British Columbia, Canada.

出版信息

J Nurs Manag. 2012 Mar;20(2):249-59. doi: 10.1111/j.1365-2834.2011.01338.x. Epub 2011 Dec 5.

DOI:10.1111/j.1365-2834.2011.01338.x
PMID:22380418
Abstract

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.

摘要

目的

研究加拿大不列颠哥伦比亚省的护士领导者变革管理项目。

背景

不列颠哥伦比亚省护理领导力研究所 2007-2010 年的参与者从事了为期一年的变革管理计划/项目,这些项目对他们各自的医疗机构都很重要。大多数领导者都处于一线岗位,经验不足 3 年。

方法

对同意参与的领导者的项目报告(N=133)进行内容分析,以确定特定主题:项目类型;项目范围(例如,单位或本地层面、部门、机构);项目针对的影响目标或关键利益相关者群体;领导成功和挑战。

结果

在研究参与者中,77%的人成功完成了项目。员工工具和资源开发以及现有服务改进是主要项目类型。护理提供团队是主要影响目标。只有 25%的项目处于单位层面。许多项目的范围更广,例如机构层面。参与者列举了多项领导成功,包括增强了领导风格和组织技能。

结论

一线护士领导者能够成功管理超出其传统职责范围的项目。大多数项目涉及员工需求和医疗保健结构调整计划。

对护理管理的意义

不断变化是全球现实。变革管理是一种普遍的能力,必须纳入领导力发展计划中。

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