Academic Journal
How Formal and Informal Nurse Leaders Enact Shared Implementation Leadership in a Hospital Setting.
| Τίτλος: | How Formal and Informal Nurse Leaders Enact Shared Implementation Leadership in a Hospital Setting. |
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| Συγγραφείς: | Castiglione SA; Ingram School of Nursing, McGill University; Research Institute of the McGill University Health Centre, Montréal, Québec, Canada., Lavoie-Tremblay M; Faculté des Sciences Infirmières, Université de Montréal; Centre de Recherche de L'institut Universitaire en Santé Mentale de Montréal, Montréal, Québec, Canada., Kilpatrick K; Susan E. French Chair in Nursing Research and Innovative Practice, Ingram School of Nursing, McGill University; CIUSSS de L'est-de-L'île-de-Montréal-Hôpital Maisonneuve-Rosemont, Montréal, Québec, Canada., Gifford W; Loyer DaSilva Research Chair in Community & Public Health Nursing; Centre for Research on Health and Nursing, Faculty of Health Sciences, University of Ottawa, Ottawa, Ontario, Canada., Semenic SE; Ingram School of Nursing, McGill University; Research Institute of the McGill University Health Centre, Montréal, Québec, Canada. |
| Πηγή: | Journal of advanced nursing [J Adv Nurs] 2026 Aug; Vol. 82 (8), pp. 7987-8005. Date of Electronic Publication: 2025 Nov 11. |
| Τύπος έκδοσης: | Journal Article |
| Γλώσσα: | English |
| Στοιχεία περιοδικού: | Publisher: Blackwell Scientific Publications Country of Publication: England NLM ID: 7609811 Publication Model: Print-Electronic Cited Medium: Internet ISSN: 1365-2648 (Electronic) Linking ISSN: 03092402 NLM ISO Abbreviation: J Adv Nurs Subsets: MEDLINE |
| Imprint Name(s): | Publication: Oxford : Blackwell Scientific Publications Original Publication: Oxford, Blackwell. |
| Ιατρικοί όροι (MeSH): | Nurse Administrators*/psychology , Nurse Administrators*/organization & administration , Nursing Staff, Hospital*/organization & administration , Nursing Staff, Hospital*/psychology , Leadership* , Nurse's Role*, Humans ; Cooperative Behavior |
| Περίληψη: | Aim: To describe how implementation leadership manifests among formal and informal point of care nurse leaders during a successful evidence-based practice implementation. Design: A collective case study. Methods: A conceptual framework on shared implementation leadership guided the study. Two units known for strong implementation were selected as instrumental cases from a healthcare network. Data were collected from multiple sources (2022-2023), including document review, site visits, focus group and individual interviews with formal managerial and non-managerial nurse leaders, staff nurses, interdisciplinary clinical staff and departmental leaders. The Framework Method was used to thematically analyse within-case findings, followed by cross-case comparison. Results: Nurse leaders in formal and informal roles engaged in collaborative processes to collectively enact leadership behaviours throughout the implementation phases. Change-, relation- and task-oriented behaviours aimed to foster staff readiness, ensure supportive presence, structure implementation activities and reinforce the use of evidence-based practices on the units. Collaborative processes fostered leaders' engagement and kept one another informed to align and synchronise their collective actions. Conclusion: This study extends our understanding of implementation leadership in nursing by highlighting a shared and relational approach among diverse point of care leaders. Strengthening team-level processes is essential to enhance leadership capacity for implementation in nursing. Implications for the Profession: Given the global push for innovative, high-quality healthcare, strong leadership is needed to create conditions for implementation and practice change. This study makes visible how multiple and diverse leaders collectively support implementation. Impact: With much focus on nurse manager roles, there is a gap in the research showing how multiple point of care leaders facilitate implementation, which this study addresses. This study can serve as a template to assist nurse leaders in their implementation efforts and to advocate for developing diverse nurse leadership roles. Reporting Method: The report adheres to the COnsolidated criteria for REporting Quality research (COREQ) guidelines. Patient or Public Contribution: This study did not include patient or public involvement in the design, conduct or reporting. Trial Registration: International Registered Report Identifier (IRRID): DERRI-10.2196/54681. (© 2025 The Author(s). Journal of Advanced Nursing published by John Wiley & Sons Ltd.) |
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| Contributed Indexing: | Keywords: acute care; collective case study; implementation leadership; nursing leader roles; nursing leadership teams; qualitative research; shared leadership |
| Entry Date(s): | Date Created: 20251112 Date Completed: 20260712 Latest Revision: 20260813 |
| Update Code: | 20260813 |
| PubMed Central ID: | PMC13356293 |
| DOI: | 10.1111/jan.70374 |
| PMID: | 41220187 |
| Βάση Δεδομένων: | MEDLINE |
| ISSN: | 1365-2648 |
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| DOI: | 10.1111/jan.70374 |