Context and the leadership experiences and perceptions of professionals. Issue 6 (11th November 2014)

• Record Type: Journal Article
• Authors: Jefferson, Therese; Klass, Des; Lord, Linley; Nowak, Margaret; Thomas, Gail
• Is Part Of: Journal of health organisation and management. Volume 28:Issue 6(2014)
• Page Start: 811
• Page End: 829
• Publication Date: 2014-11-11
• Subjects: Health services administration -- Periodicals; Health services administration -- Great Britain -- Periodicals; Health services administration -- Europe -- Periodicals; 362.106805
• DOI: 10.1108/JHOM-07-2012-0129
• Languages: English
• ISSNs: 1477-7266

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – Leadership studies which focus on categorising leadership styles have been critiqued for failure to consider the lived experience of leadership. The purpose of this paper is to use the framework of Jepson's model of contextual dynamics to explore whether this framework assists understanding of the "how and why" of lived leadership experience within the nursing profession. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – Themes for a purposeful literature search and review, having regard to the Jepson model, are drawn from the contemporary and dynamic context of nursing. Government reports, coupled with preliminary interviews with a nurse leadership team, guided selection of contextual issues. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – The contextual interactions arising from managerialism, existing hierarchical models of leadership and increasing knowledge work provided insights into leadership experience in nursing, in the contexts of professional identity and changing educational and generational profiles of nurses. The authors conclude that employing a contextual frame provides insights in studying leadership experience. The author propose additions to the cultural and institutional dimensions of Jepson's model. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – The findings have implications for structuring and communicating key roles and policies relevant to nursing leadership. These include the need to: address perceptions around the legitimacy of current nursing leaders to provide clinical leadership; modify hierarchical models of nursing leadership; address implications of the role of the knowledge workers. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – Observing nursing leadership through the lens of Jepson's model of contextual dynamics confirms that this is an important way of exploring how leadership is enacted. The authors found, however, the model also provided a useful frame for considering the experience and understanding of leadership by those to be led.</p> </sec> </abstract>