The purpose of this work was to explore clinical nursing leadership. The research was based on a critical examination of the leadership themes derived from the nursing literature of the United Kingdom, the United States of America and Australia, between 1992 and 1997. The work was also influenced by the findings from semistructured interviews undertaken with five clinical leaders in nursing from the United Kingdom, and study tours to both the United States of America and Australia. The findings support a proposed leadership model as a basis for further exploration and as a framework for contemplating clinical leadership and leadership preparation. A model is presented that identifies factors which influence leadership styles, such as external environment, internal environment, experience and understanding. Four leadership styles are outlined: transactional, transformational, connective and renaissance. These leadership styles are linked to nursing care approaches. A second model provides a basis for considering power and its impact in the workplace. Based on these findings, the contents of a leadership preparation course are outlined.

The renaissance of clinical leadership.

There is an expectation for Nursing Development Units (NDUs) to explore and develop the clinical leadership role This paper describes how 28 Department of Health funded NDUs in England sought to meet this objective We describe the personal and professional characteristics of NDU clinical leaders (CLs) and their perceived responsibilities We identify 10 elements which appear to be central to the CL role and together form a core role set of the leader which is applicable, to some extent, across clinical specialties and settings The position of the CL in the organizational hierarchy emerges as crucial to his/her ability to act on these responsibilities and fulfil a leadership role

Clinical leadership in nursing development units

The notion of clinical leadership is significant in current nursing practice, particularly since recommendations made by the Department of Health in 'The Strategy for Nursing'. However, while it is a concept that many nurses aspire to implement, in reality the operationalizing of such a concept is fraught with difficulty. This paper aims to explore the issue of clinical leadership through a collegiate model developed in a particular practice area. The development of this collegiate relationship is articulated through the mediums of reflective practice and clinical supervision. A model of collegiality is offered as an approach to the integration of the spheres of clinical leadership. If reflective practice is to be a reality then it is essential that both clinical leaders and practitioners engage in such processes within a supportive culture.

The development of clinical leadership through supported reflective practice.

The recent profound changes in health care policy and the management and organization of the National Health Service have had a major impact upon nursing. Indeed, the development of the new management culture has challenged the organizational and management structure of nursing. This paper explores the role of nursing leadership in relation to the management of care delivery. The need for nursing leadership, its struggle for emergence and its effectiveness are discussed. The author concludes that for nursing to survive in the reformed health services strong leadership is essential. To achieve this the profession must move away from its traditional power base and refocus on clinical practice and the management of nursing rather than the management of nurses.

Salvage J

Papers

Leadership: take me to your leader.