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Turner, C. L. E. A process evaluation of a shared leadership model in an intensive care unit. Ph.D. thesis, , .
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Pipi, K., Moss, M., & Were, L. (2021). Nga manukura o apopo: sustaining kaupapa Maori nurse and midwifery leadership. Kai Tiaki Nursing Research, 12(1), 16–24.
Abstract: Analyses and synthesises the evaluation reports of the clinical leadership training programmes of Nga Manukura o Apopo, the national Maori nursing and midwifery workforce development programme. Considers how the marae-based Kaupapa Maori training approach contributed to the outcomes. Examines clinical leadership, recruitment, professional development and governance.
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Wiapo, C., & Clark, T. (2022). Weaving together the many strands of Indigenous nursing leadership: Towards a whakapapa model of nursing leadership. Nursing Praxis in Aotearoa New Zealand, 38(2). Retrieved June 11, 2024, from http://dx.doi.org/https://doi.org/10.36951/27034542
Abstract: Argues that existing mainstream models of nursing leadership, with the addition of matauranga Maori concepts, can be fused into a new Whakapapa nursing leadership model using a Kaupapa Maori approach, that will enhance outcomes for Maori nurse leaders. Discusses the contribution from four existing leadership models: transformational, adaptive, trait theory, and wayfinder. Explains the six conceptual strands of the Whakapapa model of leadership.
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Trimmer, W. C. (2006). The way things are done around here: Perceptions of clinical leadership in mental health nursing. Whitireia Nursing Journal, 13, 68–69.
Abstract: Based on the author's thesis, this research project explored nurses' perceptions of clinical leadership in mental health nursing practice. From personal experience and discussion with colleagues the author argues that clinical leadership in terms of support and guidance for nurses is often minimal and that there is a relationship between qualities of clinical leadership and poor retention rates of mental health nurses.
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Dennis, J. (2005). How will transformative primary health care nursing leadership facilitate better health outcomes for Southlanders? Ph.D. thesis, , .
Abstract: Changes within the New Zealand health system have led to an emphasis on primary health care. The New Zealand government and the Southland District Health Board have identified that nurses can make significant contribution to improving the primary health outcomes for New Zealanders. However, within Southland there exist barriers to nurses influencing health outcomes. A Southland draft Primary Health Care Nursing Strategic Plan 2005 recommended that the employment of a primary health care nursing leader would reduce these barriers and lead to a comprehensive primary health care nursing service. This dissertation argues, using literature, that the employment of a transformative nursing leader, using a facilitative style, would implement changes that would develop a community responsive nursing service, establish a primary health care educational structure and ensure quality nursing care. Successful implementation would occur as the leader facilitates experiential learning within groups and with individuals to review current experiences and implement transformative primary health care nursing changes that improves health for all. The dissertation introduces the background to the changing primary health care environment in New Zealand and to the Southland current situation in chapter one. Chapter two describes the unique features of transformative leadership style and how it is applies to nursing and specifically to Southland's changing primary health care environment. The chapter specifically emphasises the role of and the art of facilitation which is a critical transformative leadership process. Chapter three describes the process of the experiential learning cycle, which the author argues will improve health outcomes, when used by the transformative leader to enable nurses to learn from their experiences and make nursing changes that improve health care. Chapter four addresses the dissertation question by describing how transformative leadership will facilitate the experiential learning process to Southlanders and improve health outcomes, reduce inequalities and increase accessibility through a comprehensive primary health care nursing service.
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Perkins, Z. (2020). The experiences of nurse managers navigating between two conceptual models of leadership in Aotearoa New Zealand. Master's thesis, Massey University, Wellington.
Abstract: Confronts the inherent conflict for nurse managers (NM) in the dual nature of their leadership role, the Professional Practice Model (PPM) and the Generic Management Model (GMM). Examines the challenges for NMs in trying to balance the conflicting requirements of their roles. Surveys five NMs about their main challenges: role confusion, expectations, support, and professional development. Contributes to the ongoing evolution of the NM role.
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Donovan, D., Diers, D., & Carryer, J. (2012). Perceptions of policy and political leadership in nursing in New Zealand. Nursing Praxis in New Zealand, 28(2), 15–25.
Abstract: Describes a qualitative study of 18 nurse leaders interviewed about issues affecting their will to participate in political action, leadership, and policy work. Asks the nurses to describe their personal stages of political development, how they view NZ nurses' and nursing organisations' political development, and their views on increasing the role of nursing in healthcare policy development. Analyses the interviews to identify major themes.
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Lindsay, N. (2023). The Leadership practices of nurses in the New Zealand hospital ward: A focused ethnography. Doctoral thesis, Victoria University of Wellington, Wellington.
Abstract: Describes and explores how nursing leadership practices occur in contemporary hospital wards in NZ. Utilises 18 months of episodic fieldwork observations in four wards of a hospital and individual discussions with nurses, to conduct a focussed ethnography from the perspective of leadership-as-practice. Uses qualitative analysis to identify the nature of leadership practices at all levels of the nursing team.
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Othman, M. (2022). The impact of transformational leadership on nurses' job satisfaction and retention: a literature review. Kai Tiaki Nursing Research, 13(1), 26–31.
Abstract: Describes the impact of nursing leadership style on staff nurses' satisfaction with their work and intention to stay. Conducts a literature search to ascertain the effect of nursing leadership type on quality of care and nurse turnover. Provides an overview of ways in which transformational leadership increases job satisfaction and retention.
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Connolly, M. J. (2015). Clinical leadership of Registered Nurses working in an Emergency Department. Master's thesis, University of Auckland, .
Abstract: Employs a non-experimental survey design to examine the psychological and structural empowerment, and clinical leadership of Registered Nurses (RNs) working in an adult emergency department (ED) in a large tertiary hospital in Auckland City. Includes qualitative questions relating to those factors that support or inhibit their clinical leadership at point of care.
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Usoalii, J. (2018). Rangahau Tapuhi Maori: Maori nursing research. Whitireia Nursing and Health Journal, (25), 70–73.
Abstract: Examines how Kaupapa Maori research influences nursing practice to develop Rangahau Tapuhi Maori. Compares two research articles, one based on Kaupapa Maori research and the other based on Western methodology. Notes that a Maori health model facilitates understanding of Maori culture and relationships.
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Casey, H. (2000). Empowerment: What can nurse leaders do to encourage an empowering environment for nurses working in the mental health area. Ph.D. thesis, , .
Abstract: For nurses to have control over their practice they need to have input into policy development. Nurses having control over their practice has been linked to nursing empowerment. Therefore the question explored in this research project is: What can nurse leaders do to encourage an empowering environment for nurses working in the mental health area? The literature reviewed for this project includes empowerment, power, the history of nursing in relation to women's role in society, oppression and resistance, and literature on Critical Social Theory as the underlying theoretical and philosophical position which informs the research process. In order to answer the research question a single focus group was used to gather data from a group of registered nurses practising in mental health. Focus groups as a data collection method produce data and insights that would be less accessible without the interaction found in the group. The key themes to emerge from the data analysis were: power is an important component of empowerment and power relationships; and at a systems level, professional, organisational, and political influences impact on feelings of empowerment and/or disempowerment. These key themes are discussed in relation to the literature and the broader social and cultural context of the mental health care environment. The contribution this research makes to nursing includes a list of recommendations for nurse leaders who aim to provide an empowering environment for nurses practising in mental health.
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Aspinall, C. (2022). The impact of intersectionality on the empowerment and development of nurses into leadership roles. Doctoral thesis, University of Auckland, Auckland.
Abstract: Highlights the impact of the intersection of socially-constructed identities such as race, gender, and class, on nurses' ability to develop as leaders. Aims to learn how to create a culture of nursing leadership by explaining the impact of intersectionality on the empowerment and development of nurses into leadership roles. Designs a mixed-methods, explanatory, sequential research study in two phases, comprising an online questionnaire and 31 semi-structured interviews with nurses and managers.
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McCallin, A. (2003). Interdisciplinary team leadership: A revisionist approach for an old problem? Journal of Nursing Management, 11(6), 364–370.
Abstract: In this paper the author argues that the term interdisciplinary team leadership should be embraced cautiously. Preliminary research suggests that interdisciplinary team leadership is a model of shared leadership that requires more development if it is to become the cornerstone of interdisciplinary team practice in a radically reforming health sector. Stewardship is proposed as a potential philosophy for interdisciplinary team leadership, and a new, shared leadership role of practice leader is suggested.
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Nelson, K. M., Connor, M., & Alcorn, G. D. (2009). Innovative nursing leadership in youth health. Nursing Praxis in New Zealand, 25(1), 27–37.
Abstract: Looks one of the eleven health care nursing innovation projects funded by the Ministry of Health: Vibe Youth Transition Services, located in the Hutt Valley, formerly known as the Hutt Valley Youth Service. Highlights the leadership role provided by the nurse practitioner (NP) which led to youth health and development nationally.
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