Welcome to Leadership in the Literature, a roundup of recent articles/multimedia on leading and managing from Allina Health Library Services
- ‘I need support in becoming the leader I would like to be’ – A qualitative descriptive study of nurses newly appointed to positions of leadership - Skarstein - 2024 - Nursing Open
The aim of the study was to understand the experiences of nurses who were newly appointed to a position of leadership including facilitators and barriers to success and what they considered important for the development of their role.
- Daily strengths use and work performance: A self‐determination perspective - Moore - 2024 - Journal of Occupational and Organizational Psychology
Drawing on self-determination theory, this study examines how using personal strengths at work in the morning is associated with different types of performance throughout the workday. Momentary satisfaction of the needs for autonomy, relatedness and competence are proposed as mechanisms that differentially link strengths use to four different performance outcomes: task accomplishment, goal attainment, organizational citizenship behaviour and counterproductive work behaviour. - Autism spectrum disorder in the workplace: A position paper to support an inclusive and neurodivergent approach to work participation and engagement -Zhou – 2024- Discover Psychology
Autistic individuals often experience a wide range of barriers and challenges with employment across their lifetime. Despite their strengths and abilities to contribute to the workforce, many individuals experience unemployment, underemployment and malemployment. However, current supports and services are often inadequate to meet their needs. To allow autistic people to achieve vocational success, we explore four contributors to employment and expand upon the issues and potential solutions to each. - When your employee feels angry, sad, or dejected: The right-and wrong way to respond – Bradley – Harvard Business Review (Available in MN only, email library@allina.com for a copy outside of MN).
Dealing with the negative emotions of employees isn’t easy, but knowing what to do or say can make a huge difference to their well-being, the quality of your relationships with them, and team performance. The trouble is, many leaders fail to respond at all because they think discussing emotions at work is unprofessional or worry they don’t have the right to intervene in personal matters. That’s a mistake. Research shows that teams whose leaders acknowledge members’ emotions perform significantly better than teams whose leaders don’t. In this article the authors offer a road map for providing employees emotional support. - How to use communities of practice to support change in learning health systems: A landscape of roles and guidance for management - Brooks - 2024 - Learning Health Systems Communities of practice support evidence-based practice and can be, in and of themselves, applied learning spaces in organizations. However, the variety of ways that communities of practice can support learning health systems are poorly characterized. Furthermore, health system leaders have little guidance on designing and resourcing communities of practice to effectively serve learning health systems.
- A new paradigm for nurse leader decision making within complex adaptive systems – Watson – 2024 - Nursing Administration Quarterly
Health care is a complex and ever-changing environment for nurse leaders and other health care industry decision-makers. The prevailing leadership and decision-making models, rooted in Industrial Age principles, often struggle to adapt to the complexities of modern health care. This article explores the foundations of complexity science and its application to health care decision-making, highlighting the importance of understanding systems dynamics and embracing complexity. - Proactive behaviors and health care workers: A systematic review – Lai – 2024 - Health Care Management Review
Proactive behaviors at work refer to discretionary actions among workers that are self-starting, change oriented, and future focused. Proactive behaviors reflect the idiosyncratic actions by individual workers that shape the delivery and experience of professional services, highlight a bottom-up perspective on workers’ agency and motivation that can influence organizational practices, and are associated with a variety of employee and organizational outcomes.
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- When your employee Is underperforming | Harvard Business Review IdeaCast (podcast)
Many managers struggle with initiating difficult conversations around an individual’s subpar performance. Often, leaders wait way too long to sit down with an employee who isn’t meeting expectations. Leadership coach Jenny Fernandez says that increasing the frequency of feedback and consciously developing better relationships with direct reports help make these conversations easier to start. And she shares how the right preparation, tone, and open-minded approach lead to more effective discussions that improve not just the one-on-one relationship, but also team morale and turnover rates.
- Valerie Montgomery Rice: How to break through fear and become a leader | TED Talk (video)
Vigilance. Grit. Resilience. Valerie Montgomery Rice, the president and CEO of Morehouse School of Medicine, shares where she learned these key qualities of successful leadership, offering three lessons for anyone who wants to overcome their fears, stand up for what’s right and build opportunity for all.
Welcome to Leadership in the Literature, a roundup of recent articles/multimedia on leading and managing from Allina Health Library Services
Based on this comprehensive literature review, a clear and compelling body of evidence illustrates the substantial influence of authentic leadership to positively impact nurse well-being, quality of work culture and environment dynamics, and patient safety and quality outcomes.
(Available in MN only, email library@allina.com for a copy outside of MN).
This article discusses the issue of low team participation in meetings and provides strategies for leaders to address this problem. Research has shown that many people find meetings unproductive and leaders often lack formal training on how to conduct effective meetings. The article suggests that leaders should focus on fostering a safe and inclusive team culture by understanding individual and group dynamics.
Increased globalisation and technological advancements have led to the emergence of distributed teams in various sectors, including healthcare. However, our understanding of how leadership, communication and collaboration influence distributed healthcare teams remains limited.
The provision of modern health care in the United States faces significant challenges, as evidenced by multiple national reports of a workforce in distress. In response to these challenges, the practice of coaching emerges as a transformative skill, recommended for individuals in high-stress environments. Coaching in health care focuses on developing nurses and building teams by fostering self-understanding, deploying strengths, improving relational strategies, and gaining moral clarity. It serves as a potent strategy for nurse leaders to navigate the complexities of their systems. This paper explores the practice of coaching as an important mindset and skill. A coaching mindset is characterized by trust, deep listening, curiosity, embracing both/and thinking, discernment over judgment, and fosters an environment where nurses can flourish.
A survey of the NEJM Catalyst Insights Council finds that views on inequities in care delivery vary according to race and ethnicity.
An estimated 70,000 nurses, including nurse leaders, are expected to retire annually. Proactive succession planning programs are key mitigation strategies for this impending shortage of nurse leaders. Determining success factors that support a program to develop future nurse managers is the first step and lays a foundation for succession planning. Convening focus groups among current nurse managers to identify, in their own words, what it takes to be a successful nurse manager, and mapping those factors to the academic health system behavioral competencies and American Organization for Nursing Leadership manager competencies created the foundation for an established succession planning program.
(Available in MN only, email library@allina.com for a copy outside of MN)
To manage the employee experience, leaders must deeply understand employees' perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights. The authors conducted detailed interviews with executives and HR leaders from more than 20 multinational companies in sectors such as technology, financial services, and consumer goods. Their work reveals that although technology has simplified the collection of data, the real challenge lies in making sense of it and integrating it into a coherent strategy
(Available in MN only, email library@allina.com for a copy outside of MN)
Goal: We sought to build upon previous studies that have demonstrated how healthcare workers' ratings of their immediate supervisor's leadership capabilities relate to their well-being and job satisfaction.
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Jessica Long, COO, and Rachel Thompson, MD, CMO, Core Clinical Partners, discuss their career journeys, the future of healthcare leadership for women and the essential skill needed to be successful in the field.
We humans are a social species, and so it’s not surprising that we care a lot about what other people think of us. It’s also not surprising that many of us stumble when we try to manage others’ views of us. This week, organizational psychologist Alison Fragale explains why that is, and offers better ways to win friends and influence people.
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