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Leading change: a concept analysis.

Heather V Nelson-Brantley1, Debra J Ford1

  • 1Department of Nursing, University of Kansas Medical Center, Kansas City, Kansas, USA.

Journal of Advanced Nursing
|November 24, 2016
PubMed
Summary
This summary is machine-generated.

Leading change in nursing requires individual and collective leadership, operational support, and fostering relationships. This concept analysis provides a model for advancing nursing leadership research and education.

Keywords:
advance healthconcept analysisleadershipleading changenursingnursing administrationorganizational changesystems

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Area of Science:

  • Nursing Leadership
  • Healthcare Systems
  • Organizational Change Management

Background:

  • Nurses are pivotal in driving change to improve health outcomes for individuals, populations, and systems.
  • Conceptual clarity on leading change is essential for advancing nursing leadership research and theory development.
  • Understanding the dynamics of leading change is critical within complex healthcare environments.

Purpose of the Study:

  • To conduct a concept analysis of leading change within the nursing and healthcare context.
  • To develop a theoretical definition and conceptual model for leading change.
  • To provide a foundation for future research and theory refinement in nursing leadership.

Main Methods:

  • A comprehensive literature search was conducted across multiple databases (CINAHL, PubMed, PsycINFO, etc.) using keywords related to leading change and leadership.
  • Walker and Avant's concept analysis method was employed to identify key attributes, antecedents, and consequences.
  • Model, related, and contrary cases were developed to refine the concept's definition.

Main Results:

  • Five defining attributes of leading change were identified: individual and collective leadership, operational support, fostering relationships, organizational learning, and balance.
  • Antecedents included driving forces (internal/external) and organizational readiness.
  • Consequences encompassed improved organizational performance, outcomes, and the development of new organizational culture and values.

Conclusions:

  • A theoretical definition and conceptual model for leading change were established.
  • The developed model can guide future studies to refine middle-range theory in nursing leadership.
  • Empirically derived interventions can be developed to better prepare nurses to lead change and advance health.