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Exploring leadership in community nursing teams
Shona Cameron1, Jean Harbison, Vicky Lambert
1School of Health Sciences, Queen Margaret University, Edinburgh, UK. scameron@qmu.ac.uk
Journal of Advanced Nursing
|November 15, 2011
Summary
Community nursing leadership is perceived through a "quasi-family" model, prioritizing relationships and support. Higher nursing grades significantly influence leadership perceptions and practices, often aligning with transformational leadership styles.
Area of Science:
- Nursing leadership studies
- Community health nursing
- Organizational behavior in healthcare
Background:
- Leadership is crucial in community nursing, particularly during times of change.
- Empirical evidence on practical leadership application in community nursing is limited.
Purpose of the Study:
- To investigate leadership perceptions within community nursing teams.
- To understand how these perceptions influence team leader practices.
Main Methods:
- Exploratory descriptive design utilizing qualitative methods.
- Four case studies involving 54 participants from district and public health nursing teams.
- Framework analysis of semi-structured interviews and focus groups.
Main Results:
- A 'quasi-family' leadership model emerged, emphasizing personal relationships and support.
- Nursing grade was a more significant factor in leadership perception than geography or specialization.
- Nurses valued being acknowledged, respected, and valued by leaders.
Conclusions:
- Existing leadership theories did not fully encompass the observed practices.
- Higher-grade nurses exhibited transformational leadership behaviors.
- Effective leadership in community nursing involves fostering a supportive and validating environment.
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