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Hughes, F., Duke, J., Bamford-Wade, A., & Moss, C. (2006). Enhancing nursing leadership through policy, politics, and strategic alliances. Nurse Leader, 4(2), 24–27.
Abstract: This paper looks at the links between nursing roles and health policy in New Zealand. Strategic alliances between key professional leaders in different nursing roles can help the profession by directly influencing policy development and implementation. This form of policy entrepreneurship is an important component of professional leadership.
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Jacobs, S. (2005). Advanced nursing practice and the nurse practitioner: New Zealand nursing's professional project in the late 20th century. Ph.D. thesis, , .
Abstract: This thesis examines the forces influencing the development of contemporary advanced nursing practice in New Zealand. It begins with an historical approach to explore the various meanings of advanced nursing practice from the late 1800s through the first years of the 21st century. Seven historical understandings of the meaning of 'advanced' nursing practice emerge. The author's analysis of the broad scope of New Zealand nursing history, including a case study of the development and implementation of the nurse practitioner, draws on theoretical perspectives from sociology, political science, and nursing. She develops a “framework of critical factors for nursing to take into account when considering how to ensure the profession is able to deliver on its great potential to improve the health of New Zealand communities”. Examining the work of a range of nursing leaders, past and present, and drawing on the work of political scientist, John Kingdon, the author describes the work of several nurses as “policy entrepreneurship.”
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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. Retrieved May 11, 2024, from https://figshare.com/articles/thesis/The_Leadership_Practices_of_Nurses_in_the_New_Zealand_Hospital_Ward_A_Focused_Ethnography/22827629 Victoria University of 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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Litchfield, M., & Laws, M. (1999). Achieving family health and cost-containment outcomes: Innovation in the New Zealand Health Sector Reforms. In Cohen,E. & De Back,V. (Eds.), The outcomes mandate: New roles, rules and relationships. Case management in health care today (pp. 306-316). St Louis: Mosby.
Abstract: The chapter presents the research findings of the 1992-1993 Wellington Nurse Case Management Scheme Project as a distinct model of nurse case management, which introduced a role and form of practice of a family nurse and a diagram of the service delivery structure required for support and relevant for the New Zealand health system reforms.
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Mackay, B. (2002). Leadership development: Supporting nursing in a changing primary health care environment. Nursing Praxis in New Zealand, 18(2), 24–32.
Abstract: The author argues that the involvement of nurses in the decision-making of health organisations is essential to maximise the contribution of nurses and promote positive outcomes for patients. She suggests that development of leadership skills will make nurses aware of power structures in the health system and allow them to become interdependent health professionals in primary health organisations (PHO). The particular competencies discussed are those proposed by Van Maurik (1997), namely ability to understand and manage organisational politics, work facilitatively with people and circumstances, and build a feeling of purpose.
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Mackay, B. (2007). Leadership strategies for role development in primary health care nursing. coda, An Institutional Repository for the New Zealand ITP Sector, 11, 31–39.
Abstract: This paper has been developed from part of the writer's doctoral thesis on forces influencing the development of innovative roles in primary health care nursing. The focus of this paper is leadership strategies designed to reduce the issue of poor professional identity and support.
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Manning, L., & Neville, S. (2009). Work-role transition : from staff nurse to clinical nurse educator. Nursing Praxis in New Zealand, 25(2), 41–53.
Abstract: Presents the findings of a study describing Clinical Nurse Educators' experiences, as they recall their transition from staff nurse to the Clinical Nurse Educator role, within a New Zealand District Health Board (DHB). Employs a qualitative descriptive methodology utilising transition theory as a conceptual framework. Interviews a sample of eight Clinical Nurse Educators about their transition from experienced staff nurse to inexperienced senior nurse. Analyses data using a general inductive approach.
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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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McDonald, R. (1999). Leadership and motivation in nursing practice. Vision: A Journal of Nursing, 5(9), 42–44.
Abstract: This article explores the role of leadership in improving motivation and workplace behaviour. Strategies and tools for managing motivational issues are presented, such as organisational culture, rewards systems and quality assurance.
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Mockett, L., Horsfall, J., & O'Callaghan, W. (2006). Education leadership in the clinical health care setting: A framework for nursing education development. Nurse Education in Practice, 6(6), 404–410.
Abstract: This paper describes how a new framework for clinical nursing education was introduced at Counties Manukau District Health Board. The project was initiated in response to the significant legislative and post registration nursing education changes within New Zealand. The journey of change has been a significant undertaking, and has required clear management, strong leadership, perseverance and understanding of the organisation's culture. The approach taken to managing the change had four stages, and reflects various change management models. The first stage, the identification process, identified the impetus for change. Creating the vision is the second stage and identified what the change would look like within the organisation. To ensure success and to guide the process of change a realistic and sustainable vision was developed. Implementing the vision was the third stage, and discusses the communication and pilot phase of implementing the nursing education framework. Stage four, embedding the vision, explores the process and experiences of changing an education culture and embedding the vision into an organisation. The paper concludes by discussing the importance of implementing robust, consistent, strategic and collaborative processes that reflect and evaluate best educational nursing practice.
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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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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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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. Retrieved May 11, 2024, from http://hdl.handle.net/10179/16460
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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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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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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