Challenges to Effective Nursing Leadership: a Systematic Review

Background: Nurses have been at the center of major improvements in the health. However these feet could not have been achieved without effective leadership. Leadership is required on every sector such education, military and health. Effective leadership tends to blend the thoughts reflection and images as well as influencing followership to achieve a desired goal. Nursing leadership has however been confronted with major challenges despite the major achievements by the health workforce. Hence this review was to describe the findings of a systematic review of studies that examine the challenges of nursing leadership and to make recommendations for further study.Methods: The search strategy of this systematic review included six (6) electronic databases. Published studies that focused on the challenges of nursing leadership were included. Data extractions and analysis were completed on all included studies by the researcher.Results: About 29,851 articles and abstracts were screen resulting in 8 included studies. Using content analysis the challenges faced by the nursing leaders as identified in the studies were group into six (6),namely workload, Human resource recruitment and staffing, budget, Change management and team diversity, Unclear job description and patient safety and expectations. The analysis shows that the main challenge facing nursing leaders were workload, Human resource recruitment and staffing as indicated by six(6) studies with the patient safety and expectation being the least as cited by two(6) studies.Conclusion: This review concludes that nursing leadership should be looked at critically at all levels of health while giving enough support to the nurse leaders in the discharge of their duties.

The Association between Audit Office Team Diversity and Audit Quality

Surveys and field studies find that high-performing teams are diverse teams. Diverse teams value different perspectives and encourage the participation of team members through psychological safety, leading to higher team performance. This paper argues that team diversity is an office-level characteristic that is distinguishable from other characteristics studied in the prior auditing literature and that has an incremental effect on audit quality. I find a positive association between team diversity and audit quality that is robust to controlling for other audit office and client characteristics. Further, this positive association is stronger for more complex and non-routine audit engagements. These findings should be of interest to regulators who regulate how the auditing industry attracts and retains talent worldwide. In addition, these findings should be informative to audit committees who make auditor selection decisions and to investors and accounting researchers interested in the relation between audit team personnel and audit quality.

Team Belonging: Integrating Teamwork and Diversity Training Through Emotions

With the worldwide focus shifting toward important questions of what diversity means to society, organizations are attempting to keep up with employees’ needs to feel recognized and belong. Given that traditionally team and diversity trainings are provided separately, with different theoretical backgrounds and goals, they are often misaligned and ineffective. We review 339 empirical articles depicting a team, diversity, or emotional management training to extract themes and determine which methods are most effective. Although research has demonstrated the importance of belonging for providing positive workplace outcomes, we found that the traditional design of these trainings and lack of emotional management prevent a balance between team and diversity goals, preventing belonging. We propose an integrative training with emotional management to help teams foster optimal belonging, where members can unite together through their differences. Accordingly, our themes inform this training model that can inspire future research into more effective training.

Predicting Perceptions of Team Process Using Optimal Distinctiveness Theory

There are conflicting findings in team diversity research on whether it is better for an individual on a team to be similar to or different from the rest of the team. This lab study with undergraduates completing a critical thinking and decision-making task uses optimal distinctiveness theory to examine the idea that finding a balance between these two states for team member personality will result in positive perceptions of team process. Our results supported this such that participants had the most positive perceptions of team process when optimally distinct from the rest of the team in terms of personality.

Entrepreneurial Team Conflict and Cohesion: Meta-structural Equation Modeling

We explore the mediating effects that entrepreneurial team conflict and cohesion have on the relationship between team diversity and performance based on an inputs-mediators-outcomes framework. Using 56 samples from 54 empirical studies, we conducted a meta-analysis of the hypothesized relationships and used meta-analytic structural equation modeling (MASEM) to test the mediating models. Our findings reveal that team diversity was related to cognitive and affective conflict, and only affective conflict was associated with objective and subjective venture performance. Furthermore, entrepreneurial team cohesion had positive effects on venture performance. Our unique contributions to the entrepreneurial team literature and future research suggestions are also discussed.