Preliminary clinical nursing leadership competency model: A qualitative study from Thailand

2011 ◽  
Vol 13 (4) ◽  
pp. 433-439 ◽  
Author(s):  
Treeyaphan Supamanee ◽  
Marisa Krairiksh ◽  
Laddawan Singhakhumfu ◽  
Sue Turale
2020 ◽  
Vol 11 (3) ◽  
pp. 223-236
Author(s):  
ali hozni ◽  
mohammad hakkak ◽  
Hojjat Vahdati ◽  
Amir Houshang Nazarpouri

Diogenes ◽  
2020 ◽  
Vol 28 (1) ◽  
Author(s):  
Marita Minkova ◽  
◽  
◽  

The article introduces a new construct in psychologyemotional intelligence /EI/ and describes why it is important in our daily and professional lives. It gives a brief description of the origin of the idea of EI, outlines the authors and theories on that basis. There are four parts, or domains, to the Emotional and Social Intelligence Leadership Competency Model developed by Daniel Goleman.


Rev Rene ◽  
2021 ◽  
Vol 22 ◽  
pp. e62550
Author(s):  
Aline Malaquias de Oliveira ◽  
Maria de Lourdes Custódio Duarte ◽  
Daniela Giotti da Silva ◽  
Larissa Gomes de Mattos

Objective: to understand family members’ perceptions of nursing care for people with psychiatric symptoms. Methods: qualitative study, with 13 family members, in five clinical inpatient units linked to the clinical nursing service of a general hospital. Data were collected through semi-structured interviews. Results: the challenges perceived by family members were turnover of professionals in the work schedules and difficulty in specialized management. The participants suggested training of the team, greater multi-professional integration, improved management and reduced turnover of professionals during care. Conclusion: family members verbalized difficulties and suggestions to support reflection on the care offered to people with psychiatric symptoms hospitalized in clinical units, in order to improve work practices and qualify care.


2010 ◽  
Vol 10 (1) ◽  
pp. 8-12 ◽  
Author(s):  
Karimi Moonaghi Hossein ◽  
Dabbaghi Fatemeh ◽  
Oskouie Seid Fatemeh ◽  
Vehviläinen-Julkunen Katri ◽  
Binaghi Tahereh

2021 ◽  
Vol 7 ◽  
pp. 237796082110002
Author(s):  
John Unsworth ◽  
Andrew Melling ◽  
Debra Porteous

Background Clinical nursing leadership influences patient safety and the quality of care provided. Nurses at all levels require leadership and management skills. Despite recognition of the importance of leadership, student nurses often feel ill prepared to make the transition to Registered Nurse and struggle with prioritisation and delegation. In order to standardise student experience and promote the development of skills and attributes, a leadership and management competency assessment was developed and implemented. Aims This study aimed to identify the constructs that should be part of an assessment of student nurse competence in relation to clinical nursing leadership, and to evaluate the tool’s reliability. Method The first phase was to construct the competency assessment tool, using a mixture of deductive methods, including literature and expert review. Second, psychometric evaluation of the tool, including tests to examine its internal consistency and reliability, comparing test and retest reliability, exploratory factor analysis and generalisability theory analysis to identify reliability and sources of error. Results Five attributes were identified for inclusion in the tool alongside a scale of competence. 150 assessments were conducted with an average time between each assessment of three days. The results show that the tool was consistent over time with no significant difference in the mean scores. The Cronbach alpha was 0.84 and the tool had good internal consistency. The results of the factor analysis revealed loading onto a single construct. Generalisability theory analysis revealed 0.90 global reliability, with students accounting for the majority of the variation in scores. Conclusions The Leading and Managing Care assessment tool represents a valid and reliable assessment of student nurse competence to lead care delivery. Use of the tool during practice placement allows for a structured approach to the development of skills around prioritisation, management of resources, communication and the management of risk.


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