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  1. Article ; Online: Valuing the emotions of leadership learning experience in nursing education.

    James, Alison Heulwen

    Nurse education in practice

    2023  Volume 71, Page(s) 103716

    Abstract: Aim: This paper argues that a greater understanding of the role of emotions in experiencing leadership, the impact of role models and cultures of the workplace and profession, may enable further development for effective leadership development at ... ...

    Abstract Aim: This paper argues that a greater understanding of the role of emotions in experiencing leadership, the impact of role models and cultures of the workplace and profession, may enable further development for effective leadership development at undergraduate level and beyond.
    Background: Leadership has gained prominence as a necessary skill in nursing literature and policy, linking its importance to patient safety, working cultures, resilience and emotional labour globally. Viewed as essential in many undergraduate nursing programmes and a requirement by professional regulators, there is a globally agreed acceptance of its importance. Despite this, the focus on evaluating and researching the effectiveness of leadership learning and through experiences of students in contexts of learning remain limited. This paper presents a discussion on the importance of experiences of leadership, exploring the emotional impact and how enabling reflexivity and critical analysis can be integrated in education. An approach is proposed for nursing education where the emotional impact of experiencing leadership is given significance. Experiences of leadership in practice and educational learning in higher education should allow students to reflect and conceptualise experience, aligning educational contexts of learning. Acknowledgement of emotional experience and pragmatism provides opportunity to strengthen evidence and knowledge and establish leadership as a concept of value in the profession from an early stage.
    Design: A critical theoretical discussion paper METHODS: Based on a narrative inquiry study, drawing on theory and philosophies of emotions in education and leadership from 1907 to 2023 RESULTS: Acknowledgement of emotional experience and pragmatism provides opportunity to strengthen evidence and establish leadership as a concept of value in the profession from an early stage.
    Conclusions: Placing value on the experience of leadership by reflexivity and pragmatic, experiential approaches to learning can align educational contexts of learning and focus on effective leadership learning for the nursing profession.
    Tweetable abstract: Pragmatic approaches and reflexivity rationalise emotional experiences of leadership and encourage critical thinking and learning.
    MeSH term(s) Humans ; Education, Nursing, Baccalaureate ; Leadership ; Students, Nursing/psychology ; Education, Nursing ; Emotions
    Language English
    Publishing date 2023-07-10
    Publishing country Scotland
    Document type Journal Article
    ZDB-ID 2058575-5
    ISSN 1873-5223 ; 1471-5953
    ISSN (online) 1873-5223
    ISSN 1471-5953
    DOI 10.1016/j.nepr.2023.103716
    Database MEDical Literature Analysis and Retrieval System OnLINE

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  2. Article ; Online: Nursing tropes in turbulent times: Time to rethink nurse leadership?

    James, Alison Heulwen / Kelly, Daniel / Bennett, Clare L

    Journal of advanced nursing

    2023  Volume 80, Issue 1, Page(s) 8–10

    Language English
    Publishing date 2023-06-28
    Publishing country England
    Document type Editorial
    ZDB-ID 197634-5
    ISSN 1365-2648 ; 0309-2402
    ISSN (online) 1365-2648
    ISSN 0309-2402
    DOI 10.1111/jan.15766
    Database MEDical Literature Analysis and Retrieval System OnLINE

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  3. Article ; Online: Using coaching and action learning to support staff leadership development.

    James, Alison Heulwen / Arnold, Hannah

    Nursing management (Harrow, London, England : 1994)

    2022  Volume 29, Issue 3, Page(s) 32–40

    Abstract: During the coronavirus disease 2019 pandemic, nurse leaders and managers have been compelled to prioritise immediate issues in their clinical areas and put aside the professional development of staff. However, leadership development for individuals and ... ...

    Abstract During the coronavirus disease 2019 pandemic, nurse leaders and managers have been compelled to prioritise immediate issues in their clinical areas and put aside the professional development of staff. However, leadership development for individuals and teams is essential to ensure nurses feel valued and develop the skills required for team cohesion, problem-solving, decision-making and innovation. Simple and effective approaches to staff leadership development are needed. Two such approaches are coaching and action learning. This article provides an introduction to coaching and action learning as approaches nurse leaders and managers can use to promote leadership development among individual team members and within the team. It describes how coaching and action learning work and their potential benefits and challenges. It explains how the two approaches can be used to underpin effective problem-solving and goal setting, and support nurses in their professional development, the ultimate aim being to deliver safe and effective patient care.
    MeSH term(s) COVID-19 ; Humans ; Leadership ; Mentoring ; Nurse Administrators ; Problem-Based Learning ; Staff Development
    Language English
    Publishing date 2022-02-24
    Publishing country England
    Document type Journal Article
    ZDB-ID 1342380-0
    ISSN 2047-8976 ; 1354-5760
    ISSN (online) 2047-8976
    ISSN 1354-5760
    DOI 10.7748/nm.2022.e2040
    Database MEDical Literature Analysis and Retrieval System OnLINE

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  4. Article ; Online: Effective nurse leadership in times of crisis.

    James, Alison Heulwen / Bennett, Clare Louise

    Nursing management (Harrow, London, England : 1994)

    2020  Volume 27, Issue 4, Page(s) 32–40

    Abstract: The emergence of coronavirus disease 2019 (COVID-19) has meant that nurse leaders need to respond rapidly and decisively to the demands and challenges of a pandemic in a context of increased staff shortages and limited resources. This article suggests ... ...

    Abstract The emergence of coronavirus disease 2019 (COVID-19) has meant that nurse leaders need to respond rapidly and decisively to the demands and challenges of a pandemic in a context of increased staff shortages and limited resources. This article suggests essential leadership skills and characteristics that nurses can use to underpin effective leadership in a crisis, emphasising the importance of decision-making and emotional intelligence. It also addresses two important questions: 'what do leaders in a crisis need to do that differs from any other time?' and 'what does effective leadership look like in a crisis?'
    MeSH term(s) COVID-19 ; Coronavirus Infections/epidemiology ; Coronavirus Infections/nursing ; Decision Making ; Health Resources/organization & administration ; Health Resources/supply & distribution ; Humans ; Leadership ; Nurse Administrators/psychology ; Nursing Staff/organization & administration ; Nursing Staff/supply & distribution ; Pandemics ; Pneumonia, Viral/epidemiology ; Pneumonia, Viral/nursing
    Keywords covid19
    Language English
    Publishing date 2020-06-16
    Publishing country England
    Document type Journal Article
    ZDB-ID 1342380-0
    ISSN 2047-8976 ; 1354-5760
    ISSN (online) 2047-8976
    ISSN 1354-5760
    DOI 10.7748/nm.2020.e1936
    Database MEDical Literature Analysis and Retrieval System OnLINE

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  5. Article ; Online: Action learning: staff development, implementing change, interdisciplinary working and leadership.

    Heulwen James, Alison / Stacey-Emile, Gemma

    Nursing management (Harrow, London, England : 1994)

    2019  Volume 26, Issue 3, Page(s) 36–41

    Abstract: Action learning (AL) is a process that supports problem-solving by applying a questioning formula to challenge issues and prompt actions. Initially developed to support organisational change, AL is now recognised as a motivating and influencing process ... ...

    Abstract Action learning (AL) is a process that supports problem-solving by applying a questioning formula to challenge issues and prompt actions. Initially developed to support organisational change, AL is now recognised as a motivating and influencing process for team development, individual goal setting, change initiatives, quality improvement and leadership development. Learning from observation and practice is central to its approach, which lends itself to healthcare settings. It is especially useful to managers seeking to implement change, enhance quality and promote teamwork in multidisciplinary settings.
    MeSH term(s) Humans ; Leadership ; Nursing Staff/psychology ; Organizational Innovation ; Patient Care Team/organization & administration ; Problem-Based Learning ; Scotland ; Staff Development ; State Medicine/organization & administration
    Language English
    Publishing date 2019-08-29
    Publishing country England
    Document type Journal Article
    ZDB-ID 1342380-0
    ISSN 2047-8976 ; 1354-5760
    ISSN (online) 2047-8976
    ISSN 1354-5760
    DOI 10.7748/nm.2019.e1841
    Database MEDical Literature Analysis and Retrieval System OnLINE

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  6. Article: Effective nurse leadership in times of crisis

    James, Alison Heulwen / Bennett, Clare Louise

    Nurs Manag (Harrow)

    Abstract: The emergence of coronavirus disease 2019 (COVID-19) has meant that nurse leaders need to respond rapidly and decisively to the demands and challenges of a pandemic in a context of increased staff shortages and limited resources. This article suggests ... ...

    Abstract The emergence of coronavirus disease 2019 (COVID-19) has meant that nurse leaders need to respond rapidly and decisively to the demands and challenges of a pandemic in a context of increased staff shortages and limited resources. This article suggests essential leadership skills and characteristics that nurses can use to underpin effective leadership in a crisis, emphasising the importance of decision-making and emotional intelligence. It also addresses two important questions: 'what do leaders in a crisis need to do that differs from any other time?' and 'what does effective leadership look like in a crisis?'
    Keywords covid19
    Publisher WHO
    Document type Article
    Note WHO #Covidence: #599092
    Database COVID19

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  7. Article ; Online: Action learning: staff development, implementing change, interdisciplinary working and leadership.

    James, Alison Heulwen / Stacey-Emile, Gemma

    Nursing management (Harrow, London, England : 1994)

    2019  

    Abstract: Action learning (AL) is a process that supports problem-solving by applying a questioning formula to challenge issues and prompt actions. Initially developed to support organisational change, AL is now recognised as a motivating and influencing process ... ...

    Abstract Action learning (AL) is a process that supports problem-solving by applying a questioning formula to challenge issues and prompt actions. Initially developed to support organisational change, AL is now recognised as a motivating and influencing process for team development, individual goal setting, change initiatives, quality improvement and leadership development. Learning from observation and practice is central to its approach, which lends itself to healthcare settings. It is especially useful to managers seeking to implement change, enhance quality and promote teamwork in multidisciplinary settings.
    Language English
    Publishing date 2019-04-30
    Publishing country England
    Document type Journal Article
    ZDB-ID 1342380-0
    ISSN 2047-8976 ; 1354-5760
    ISSN (online) 2047-8976
    ISSN 1354-5760
    DOI 10.7748/nm.2019.e1841
    Database MEDical Literature Analysis and Retrieval System OnLINE

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