Exploring senior nurses’ experiences of leading organizational change

Leadership in Health Services

Volumn 29, Issue 1, 2016, Pages 37-51

  Boyal, Amunpreet ^a   Hewison, Alistair ^b  

^a QUEEN ELIZABETH HOSPITAL   (United Kingdom)

^b UNIVERSITY OF BIRMINGHAM   (United Kingdom)

Author keywords

Change; Health services; Leadership; Leading organizational change; Nurses; Strategic decision making

Indexed keywords

HUMAN; LEADERSHIP; NURSE ADMINISTRATOR; ORGANIZATION; QUESTIONNAIRE;

HUMANS; LEADERSHIP; NURSE ADMINISTRATORS; ORGANIZATIONAL INNOVATION; SURVEYS AND QUESTIONNAIRES;

EID: 84954422987     PISSN: 17511879     EISSN: None     Source Type: Journal    
DOI: 10.1108/LHS-03-2015-0005     Document Type: Article

References (68)

1. Abrahamson, E. (2000), “Change without pain”, Harvard Business Review, Vol. 78 No. 1, pp. 75-81.
2. Allan, H.T., Brearley, S., Byng, R., Christian, S., Clayton, J., Mackintosh, M., Price, L., Smith, P. and Ross, F. (2014), “People and teams matter in organizational change: professionals’ and managers’ experiences of changing governance and incentives in primary care”, Health Services Research, Vol. 49 No. 1, pp. 93-112.
3. Allen, D. (2014), “Re-conceptualising holism in the contemporary nursing mandate: from individual to organisational relationships”, Social Science & Medicine, Vol. 119 No. 1, pp. 131-138.
4. Allen, D. (2015), The Invisible Work of Nurses-Hospitals, Organisation and Healthcare, Routledge, London.
5. Appleby, R., Crawford, R. and Emmerson, C. (2009), How Cold will it be? Prospects for NHS Funding: 2011-2017, King’s Fund, London.
6. Berwick, D. (2013), A Promise to Learn – A Commitment to Act: Improving the Safety of Patients in England, National Advisory Group on the Safety of Patients in England, London.
7. Blaney, P. (2012), “Senior nursing leadership – capacity building at the global level”, International Nursing Review, Vol. 59 No. 1, pp. 40-47.
8. Bolden, R. (2011), “Distributed leadership in organizations: a review of theory and research”, International Journal of Management Reviews, Vol. 13 No. 3, pp. 251-269.
9. Bolton, S.C. (2003), “Multiple roles? Nurses as managers in the NHS”, International Journal of Public Sector Management, Vol. 16 No. 2, pp. 122-130.
10. Bouwens, J. and Krueger, D.M. (2014), “Embracing change: the healthcare industry focuses on new growth drivers and leadership requirements”, available at: www.russellreynolds.com/content/embracing-change-healthcare-industry-focuses-new-growth-drivers-and-leadership-requirements (accessed 2 June 2014).
11. Britten, N. (1995), “Qualitative interviews in medical research”, British Medical Journal, Vol. 311 No. 1, p. 251.
12. Buchanan, D. and Bafham, R. (1999), “Politics and organizational change: the lived experience”, Human Relations, Vol. 52 No. 5, pp. 609-629.
13. Burgess, N. and Currie, G. (2013), “The knowledge brokering role of the hybrid middle level manager: the case of healthcare”, British Journal of Management, Vol. 24 No. 1, pp. S132-S142.
14. Carney, M. (2009), “Enhancing the nurses’ role in healthcare delivery through strategic management: recognizing its importance or not?”, Journal of Nursing Management, Vol. 17 No. 6, pp. 707-717.
15. Collins, D. (1998), Organizational Change: Sociological Perspectives, Routledge, London.
16. Cooksey, D. (Ed.) (2006), A Review of UK Health Research Funding, HMSO, London.
17. Corbin, J. and Strauss, A.L. (2008), Basics of Qualitative Research: Grounded Theory Procedures and Techniques, 3rd ed., Sage, Newbury Park.
18. Crossan, F. (2003), “Strategic management and nurses: building foundations”, Journal of Nursing Management, Vol. 11 No. 5, pp. 331-335.
19. Cummings, G.G., Macgregor, T., Davey, M., Lee, H., Wong, C.A., Lo, E., Muise, M. and Stafford, E. (2010), “Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review”, International Journal of Nursing Studies, Vol. 47 No. 3, pp. 363-385.
20. Cunliffe, A.L. and Eriksen, M. (2011), “Relational leadership”, Human Relations, Vol. 64 No. 11, pp. 1425-1449.
21. Currie, G. and Lockett, A. (2011), “Distributing leadership in health and social care: concertive, conjoint or collective?”, International Journal of Management Reviews, Vol. 13 No. 3, pp. 286-300.
22. DOH (2010a), Equity and Excellence: Liberating the NHS, Department of Health, London.
23. DOH (2010b), “Front line care: the future of nursing and midwifery in England”, Report of the Prime Minister’s Commission on the Future of Nursing and Midwifery in England, Department of Health, London, available at: http://webarchive.nationalarchives.gov.uk/20100331110400/http://cnm.independent.gov.uk/wp-content/uploads/2010/03/front_line_care.pdf (accessed 6th May 2011).
24. DOH (2012), Developing the Culture of Compassionate Care-Creating A New Vision for Nurses, Midwives and Care Givers, Department of Health, London.
25. Dopson, S. and Waddington, I. (1996), “Managing social change: a process-sociological approach to understanding organisational change within the National Health Service”, Sociology of Health & Illness, Vol. 18 No. 4, pp. 525-550.
26. Doyle, M., Claydon, T. and Buchanan, D. (2000), “Mixed results, lousy process: the management experience of organizational change”, British Journal of Management, Vol. 11 No. S1, pp. S59-S80.
27. EQIPP (2013), Delivering Quality Efficiently, NHS Institute for Innovation and Improvement, London.
28. Francis, R. (2013), Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, The Stationery office, London.
29. Fretwell, J. (1982), Ward Teaching and Learning: Sister and the Learning Environment, Royal College of Nursing, London.
30. Fretwell, J.E. (1985), Freedom to Change, Royal College of Nursing, London.
31. Fulop, N. and Mark, A. (2013), “Relational leadership, decision-making and the messiness of context in healthcare”, Leadership, Vol. 9 No. 2, pp. 254-277.
32. Gale, N., Heath, G., Cameron, E., Rashid, S. and Redwood, S. (2013), “Using the framework method for the analysis of qualitative data in multi-disciplinary health research”, BMC Medical Research Methodology, Vol. 13 No. 1, p. 117.
33. Gilmartin, M.J. (1996), “Creating the vision: the role of the chief nurse executive in bringing innovations to client service delivery”, Nursing Administration Quarterly, Vol. 21 No. 1, pp. 14-23.
34. Hartley, J. and Bennington, J. (2010), Leadership for Healthcare, The Polity Press, Bristol.
35. Hunter, D. (2005), “The national health service 1980-2005”, Public Money & Management, Vol. 25 No. 4, pp. 209-212.
36. Hurst, J. and Williams, S. (2012), Can Hospitals do More with Less?, The Nuffield Trust, London.
37. Jasper, M. and Crossan, F. (2012), “What is strategic management?”, Journal of Nursing Management, Vol. 20 No. 7, pp. 838-846.
38. Keogh, B. (2013), Review into the Quality of Care and Treatment Provided by 14 Hospital Trusts in England: Overview Report, Department of Health, London.
39. King’s Fund (2010), Have Targets Improved NHS Performance?, King’s Fund, London.
40. King’s Fund (2011), The Future of Leadership and Management in the NHS-No More Heroes, King’s Fund, London.
41. King’s Fund (2012), Leadership and Engagement for Improvement in the NHS, King’s Fund, London.
42. King’s Fund (2013), “How is the health and social care system performing?”, Quarterly Monitoring Report, King’s Fund, London, September.
43. Klebeck, S.L.B. (2006), “Practice environment perceptions of first – line managers of nursing”, MN Dissertation, University of Saskatchewan, Saskatoon, Saskatchewan.
44. Kong, E. (2008), “The development of strategic management in the non-profit context: intellectual capital in social service non-profit organizations”, International Journal of Management Reviews, Vol. 10 No. 3, pp. 281-299.
45. Laschinger, H.K.S., Finegan, J. and Wilk, P. (2011), “Situational and dispositional influences on nurses’ workplace well-being: the role of empowering unit leadership”, Nursing Research, Vol. 60 No. 2, pp. 124-131.
46. McMurray, R. (2010), “Tracing experiences of NHS change in England: a process philosophy perspective”, Public Administration, Vol. 88 No. 3, pp. 724-740.
47. McSherry, R.M., Pearce, P., Grimwood, K. and McSherry, W. (2012), “The pivotal role of nurse managers, leaders and educators in enabling excellence in nursing care”, Journal of Nursing Management, Vol. 20 No. 1, pp. 7-19.
48. Merali, F. (2009), “Managing within the challenges and tensions facing the twenty-first century UK National Health Service (NHS): the dilemma of a managerial identity within the context of a socially responsible organization”, Social Responsibility Journal, Vol. 5 No. 2, pp. 152-164.
49. Mintzberg, H. (1994), The Rise and Fall of Strategic Thinking, Prentice Hall, London.
50. NHS Choices (2015), “The NHS in England”, available at: www.nhs.uk/NHSEngland/thenhs/about/Pages/authoritiesandtrusts.aspx (accessed 20 July 2015).
51. O’Dowd, A. (2013), “After Francis, what next for the NHS?”, British Medical Journal, Vol. 346 No. 1, p. 2074.
52. Palmer, I. and Dunford, R. (2008), “Organizational change and the importance of embedded assumptions”, British Journal of Management, Vol. 19 No. S1, pp. S20-S32.
53. Pembrey, S.E. (1980), The Ward Sister Key to Nursing: A Study of the Organisation of Individualised Nursing, Royal College of Nursing, London.
54. Pettigrew, A., Ferlie, E. and McKee, L. (1992), “Shaping strategic change-the case of the NHS in the 1980s”, Public Money & Management, Vol. 12 No. 3, pp. 27-31.
55. Porter, M.J. (1987), “Corporate strategy: the start of strategic thinking”, Economist, Vol. 303 No. 7499, pp. 17-22.
56. RCN (2009), Breaking down Barriers, Driving up Standards – The Role of the Ward Sister and Charge Nurse, Royal College of Nursing, London.
57. Ritchie, J. and Lewis, J. (2003), Qualitative Research Practice: A Guide for Social Science Students and Researchers, Sage Publications, London.
58. Salmela, S., Eriksson, K. and Fagerström, L. (2012), “Leading change: a three-dimensional model of nurse leaders’ main tasks and roles during a change process”, Journal of Advanced Nursing, Vol. 68 No. 2, pp. 423-433.
59. Shanley, C. (2007), “Management of change for nurses: lessons from the discipline of organizational studies”, Journal of Nursing Management, Vol. 15 No. 5, pp. 538-546.
60. Smith, J. and Firth, J. (2011), “Qualitative data analysis: the framework approach”, Nurse Researcher, Vol. 18 No. 2, pp. 52-62.
61. Stevens, S. (2014), Five year Forward View, Department of Health, London.
62. Sturdy, A. and Grey, C. (2003), “Beneath and beyond organizational change management: exploring alternatives”, Organization, Vol. 10 No. 4, pp. 651-662.
63. Teddlie, C. and Yu, F. (2007), “Mixed methods sampling: a typology with examples”, Journal of Mixed Methods Research, Vol. 1 No. 1, pp. 77-100.
64. The Burdett Trust for Nursing (2006), Who Cares Wins-Leadership and the Business of Caring, The Burdett Trust for Nursing, London.
65. Thorpe, K. and Loo, R. (2003), “Balancing professional and personal satisfaction of nurse managers: current and future perspectives in a changing health care system”, Journal of Nursing Management, Vol. 11 No. 5, pp. 321-330.
66. Van de Ven, A.H. and Poole, M.S. (1995), “Explaining development and change in organizations”, Academy of Management Review, Vol. 20 No. 3, pp. 510-540.
67. Ward, D.J., Furber, C., Tierney, S. and Swallow, V. (2013), “Using framework analysis in nursing research: a worked example”, Journal of Advanced Nursing, Vol. 69 No. 11, pp. 2423-2431.
68. Furber, C., Tierney, S. and Swallow, V. (2013), “Using framework analysis in nursing research: a worked example”, Journal of Advanced Nursing, Vol. 69 No. 11, pp. 2423-2431.