ASSESSMENT Applied Annotated Bibliography – complete both parts A and B

ASSESSMENT Applied Annotated Bibliography – complete both parts A and B

Annotated Bibliography: (Part A) Management and Leadership in Theory

Prepare an annotated bibliography based on a critical review of relevant published literature around one topic of your choice from the list below. Identify 10 key texts/citations that you find particularly useful in exploring your topic. Apply the CRAAP Test (CSU, 2004).

• Currency: the timeliness of the information
• Relevance: the importance of the information for your needs
• Authority: the source of the information
• Accuracy: the reliability, truthfulness, and correctness of the content
• Purpose: the reason the information exists

Assignment focus chose one

• Topic 2 – We need a truly human management, one that makes room for our bodies and spirits alongside our intellect and skills.

(Part A – 1250 words)

Annotated Bibliography: (Part B) Management and Leadership in Practice

Take 5 of the sources above and use them to frame a reflection of your own experience of management and leadership.

Key elements of this reflective assignment are:

∙ Context, setting and role – you may or may not have been in the management/leadership role, (please state if you were the one leading or being led)

∙ Identify links between the source used and your experience. Use quotes from the sources; use examples from practice; refer to your chosen biography.

∙ Identify key learning points from your reflection on practice. What lessons do you take forward to future experience, in terms of knowledge, skills and behaviours?

(Part B – 1250 words)

Annotated Bibliography

Student Name

Institution

Course

Professor

Date

Annotated Bibliography

Part A: Management and Leadership in Theory (CRAAP Analysis)

Dickson, C.A. et al. (2022) ‘UK nurses’ and Midwives’ experiences of healthful leadership practices during the COVID‐19 pandemic: A rapid realist review’, Journal of Nursing Management, 30(8), pp. 3942–3957. doi:10.1111/jonm.13790.

Currency: This source was published in 2022. It provides current and updated evidence that reflects effective leadership strategies in contemporary healthcare practice.

Relevance: This article offers relevant insights to support the need for a more humane leadership and management approach in healthcare settings. Specifically, the study explored helpful leadership practices, looking at facilitators, barriers, and outcomes. The findings revealed that rational, open, engaging, visible, present, relational, support, information sharing, and caring for self and others as facilitators of effective leadership in healthcare settings. The results found leadership demonstrating empathy, compassion, and authenticity to promote healthy relationships with healthcare staff. 

Authority: The article offers authoritative evidence as it was conducted by experts in the healthcare industry. All the writers are professionals within the nursing departments at Queen Margaret and Oxford Brookes Universities. The article was also published in a reputable journal: the Journal of Nursing Management.

Accuracy: The content of the article is accurate and reliable since the researchers utilised evidence from a large number of articles (38 papers) from the United States (US) and the United Kingdom (UK). The writers carefully reviewed and appraised the sources to ensure only relevant and accurate information was used to support all arguments.

Purpose: This study was prompted by the challenges experienced by healthcare staff during the COVID-19 pandemic, which affected their well-being and care for patients.

Gebreheat, G., Teame, H. and Costa, E.I. (2023) ‘The impact of transformational leadership style on nurses’ job satisfaction: An integrative review’, SAGE Open Nursing, 9. doi:10.1177/23779608231197428.

Currency: This article offers current insights to support the need for effective leadership in healthcare settings. The study was published in 2023.

Relevance: The insights from the study support the need for effective leadership in healthcare settings to improve the work environment and quality of care. In particular, the authors acknowledge transformational leadership style in clinical settings as a potential booster of staff job satisfaction. Therefore, the evidence presented supports the need for a more human leadership style that cares not only for healthcare delivery but also for the well-being of healthcare providers. 

Authority: The article was published in a reputable journal (Sage open journals) making it peer-reviewed and authoritative. Again, the research was designed and conducted by professionals from nursing, medicine, and sport science departments from universities in the UK, Spain, and Portugal.

Accuracy: The authors searched and reviewed articles from various databases to ensure only credible and reliable evidence was included for synthesis. There were a total of 17 articles (5841 nurses).

Purpose: The review was conducted to determine the impact of transformational leadership style on nurses’ job satisfaction.

Hølge-Hazelton, B. et al. (2021) ‘Improving person-centered leadership: A qualitative study of Ward Managers’ experiences during the COVID-19 crisis’, Risk Management and Healthcare Policy, Volume 14, pp. 1401–1411. doi:10.2147/rmhp.s300648.

Currency: This study offers current evidence as it was published in 2021.

Relevance: The article provides strong evidence to support the need for implementing a more humane leadership or management approach in healthcare settings. The findings indicate the need to abandon traditional hierarchical or controlling leadership styles. Instead, healthcare leaders and managers should adopt participative, inclusive, and collaborative (person-centered) leadership approaches.

Authority: The article demonstrates authority as it was prepared by experts in the healthcare sector comprising professional researchers from surgical, research support, hematological, and other units from Zealand University Hospital, Roskilde, Denmark. The article was also published in a reputable journal: Risk Management and Healthcare Policy.

Accuracy: The evidence presented in this article aligns and is supported by previous literature on related topics. Again, this was a primary study involving ward managers in clinical settings.

Purpose: The aim was to understand how to strengthen person-centered nursing leadership to promote staff well-being during demanding healthcare situations.

Pattison, N. and Corser, R. (2022) ‘Compassionate, collective or transformational nursing leadership to ensure fundamentals of care are achieved: A new challenge ornon‐sequitur?’, Journal of Advanced Nursing, 79(3), pp. 942–950. doi:10.1111/jan.15202.

Currency: The source is current as it was published in 2022.

Relevance: The article emphasises the need for leaders in healthcare settings to promote fundamental care through relational leadership that empowers the staff. The authors outline the importance of giving nurses a voice, role-modeling, and establishing shared values.  

Authority: The article demonstrates authority in authorship as it was prepared by experts from the University of Hertfordshire and East and North Herts NHS Trust, UK. It was published in the Journal of Advanced Nursing, leading global nursing research.

Accuracy: The reliability of the presented evidence may be reduced due to the discussion approach adopted by the researchers. However, the arguments can be deemed accurate due to the experience and expertise of the authors.

Purpose: The study investigated the impact of various leadership styles on the provision of fundamentals of care. 

Um-e-Rubbab et al. (2021) ‘Impact of supportive leadership during covid-19 on nurses’ well-being: The mediating role of Psychological Capital’, Frontiers in Psychology, 12. doi:10.3389/fpsyg.2021.695091.

Currency: The article provides current evidence as it was published in 2021.

Relevance: This article demonstrates that supportive leadership can promote nurses’ physical, social, and psychological well-being amidst highly demanding healthcare settings.

Authority: The article was designed and prepared by experienced researchers from several universities in China and Pakistan. The researchers came from departments like psychology and business and management. It was published in Frontiers in Psychology, a renowned global journal.   

Accuracy: Other than the credibility and expertise of the authors, the use of a wide range of sources increased the accuracy of the articles. Likewise, the findings were informed by nurses’ daily experiences.

Purpose: The study sought to understand how leadership affected employees’ well-being during the Covid-19 period.

Vehvilainen, E. et al. (2024) ‘Influences of leadership, organisational culture, and hierarchy on raising concerns about patient deterioration: A qualitative study’, Journal of Patient Safety, 20(5). doi:10.1097/pts.0000000000001234.

Currency: This article provides current evidence as it was published in 2024.

Relevance: The study findings reveal a significant relationship between leadership approaches, hierarchies, and organisational culture on staff and patient’s willingness to air their opinions. The authors suggest that promoting person-centered leadership, valuing all inputs, and teamwork can improve staff well-being and quality of patient care.

Authority: The article was prepared by experts in health sciences from the Florence Nightingale Foundation, the University of Nottingham, and the Institute of Mental Health at the University of Nottingham.

Accuracy: The findings were drawn from expert discussions with 27 nurses. As a result, the results represent real-world experiences and are reliable.

Purpose: The aim was to understand how professional hierarchies, culture, and leadership impact staff or patient engagement.

West, T.H. et al. (2022) ‘The relationship between leader support, staff influence over decision making, work pressure and patient satisfaction: A cross-sectional analysis of NHS datasets in England’, BMJ Open, 12(2). doi:10.1136/bmjopen-2021-052778.

Currency: This article presents current evidence published in 2022.

Relevance: This article indicates that leadership support can go a long way in shaping staff experiences, especially over decisions and work pressure. The writers claim that staff well-being cannot be ignored as it influences the performance of healthcare professionals.  

Authority: The article was prepared by experts from various universities in the UK: the University of Liverpool, the University of Malta, the University of Bristol, the University of Sheffield, and Lancaster University. It was published in BMJ Open, one of the most reputable healthcare journals.

Accuracy: The study involved 63,156 staff from 158 NHS acute hospital trusts in England. This allowed the researchers to not only get diverse experiences but also evaluate different leadership styles across different settings.

Purpose: The aim was to investigate the relationship between leadership support, staff influence over decisions, work pressure, and patient experiences.

Ystaas, L.M. et al. (2023) ‘The impact of transformational leadership in the nursing work environment and patients’ outcomes: A systematic review’, Nursing Reports, 13(3), pp. 1271–1290. doi:10.3390/nursrep13030108.

Currency: The evidence from this article is current as it was published in 2023.

Relevance: The article highlights the importance of adopting a transformational leadership style in clinical settings to improve nurses’ and patients’ experiences and outcomes. Specifically, the results showed a positive association between transformational leadership and empowerment, commitment, and satisfaction among healthcare professionals. However, the authors recommended the need for continuous leadership training in healthcare.

Authority: The article demonstrates authority as it was published in a reputable journal and prepared by professionals from health and clinical sciences.

Accuracy: The accuracy of this article is demonstrated in the comprehensive review of many sources to synthesise the best evidence possible.

Purpose: The study investigated how transformational leadership impacted nurses’ job environments and patient care.

 Part B: Management and Leadership in Practice

The far-reaching impact of leadership style on staff well-being and productivity was demonstrated in a recent event that occurred in my unit. I was privileged to participate in the implementation of a new protocol to improve the documentation process in the unit. The implementation occurred in two plashes. The proposal was first introduced by a nurse leader who stated that there was a need to improve documentation accuracy and consistency in the unit. The double-check protocol required healthcare providers to collaborate when recording patient information to ensure no detail was missed during their visits and subsequent interactions in the unit. However, the initial proposal faced unmatched resistance from the unit staff, which resulted in its abandonment. Most of the staff who resisted the proposal noted poor leadership from the nurse leader as the number one reason for their resistance. The leaders adopted a hierarchical approach by introducing the proposal as a new directive without consulting or entertaining alternative input. The staff also expressed skepticism and frustration as they felt excluded and undervalued by the nurse leader.

The second phase of the proposal began a few months later due to an increase in reported cases of documentation errors. The documentation errors involved missing some patient information, which impacted on the quality of healthcare delivery, especially during shift changes. This time, the same double-check protocol was introduced by one of the unit’s nurses with the support of the management. Unlike the previous attempt, this phase began by presenting the staff with the reason for the change and an explanation of how the proposed change would improve working conditions and patient care. The change leader created an environment of open discussions and feedback, allowing every member of staff to be involved in the implementation process. The leader had a strong understanding of the challenges experienced by the unit staff and used this to empower them to take ownership of the change and customize it to fit the current workflow. This was helpful as the staff reported feeling more involved and did not resist the change. Today, the unit has integrated the double-check protocol, where staff help each other to check whether all patient details are captured accurately and completely. This change has reduced the number of reported documentation mistakes in the unit, thanks to the effective leadership during the second attempt.    

The above scenario showed how critical a leadership approach can be in healthcare settings. This is because even though the hierarchical leadership approach led to the failed implementation of the proposed protocol, it was a reflection of the staff’s discomfort with the approach. There were many complaints from the staff and discontent about the possibility of increased workload due to the directive nature of the proposal. Conversely, the alternative approach of open communication, frequent feedback, engagement, and support created noticeable changes in the staff’s attitude and perception of the change. As a result, the failure at the first attempt and success at the second attempt were the results of the different leadership approaches used during the two phases. Holge-Hazelton et al. (2021) agree that leadership approaches or styles adopted in healthcare settings can affect many things including personnel well-being, job satisfaction, collaboration, and performance.

The author claimed that leaders who apply traditional leadership approaches anchored on hierarchy and control are likely to create unconducive working environments that may discourage teamwork, staff engagement, and well-being, especially when the healthcare setting is experiencing pressure or crisis. The study findings revealed that implementing alternative leadership approaches that are person-centered, collaborative, participative, inclusive, engaging, and involving can create a conducive work environment and improve staff performance. Leclerc, Kennedy, and Campis (2020) concur that effective leadership can go a long way in making the workplace better for healthcare staff and result in better patient care. The researchers demonstrated that human-centered leadership approaches care for the humanity of every individual and can help to bring out the prowess in everyone. The authors found this leadership model to be helpful in healthcare settings as it shows sincere care for staff, resulting in improved well-being, job satisfaction, and patient experiences.

Pattison and Corser (2022) support the call for leaders in the healthcare sector to move away from hierarchical leadership approaches toward more transformational, collaborative, and compassionate leadership styles. The authors argue that relational leadership anchored in the above principles can empower healthcare staff and establish shared values within healthcare settings. Again, this leadership approach allows leaders to act as role models to shape the future of nursing and healthcare leadership. Um-e-Rubbab et al. (2021) reveal that a supportive leadership approach can be the cure to challenges experienced in clinical settings. The authors found supportive leadership to promote staff’s physical, social, and psychological well-being. As a result, the researchers implore healthcare leaders to move away from professional hierarchies and embrace supportive leadership to empower their staff.

West et al. (2022) also found leadership styles or approaches to have a robust influence on employee’s well-being and willingness to participate in healthcare decisions. The study revealed a positive link between leadership support and staff well-being, reduced work pressure, and involvement in decision-making. The authors reiterate that medical staff’s well-being cannot be taken lightly since it has a direct impact on their performance and patient experiences.

Having witnessed both the positive and negative impacts of leadership in healthcare settings, I concur that there is a need for truly human management, one that makes room for our bodies and spirits alongside intellect and skills. The reviewed evidence also supports the need for healthcare leaders to move away from hierarchical leadership styles and adopt more relational, compassionate, transformational, collaborative, and human-centered styles. Moreover, the experience and the review have pointed out important insights, skills, and behaviours that are essential for all nurses aspiring to become leaders in the healthcare space. For instance, I have learned that leadership is not all about being promoted to a senior position, but a responsibility given so that you can help your staff achieve their optimum potential. As a result, a leader should not rely solely on professional hierarchies but interact freely with staff to empower them in the workplace.

Again, this reflection points out the importance of developing interpersonal skills as a leader. The sources implore leaders to show more compassion, relationships, and collaboration with their staff. These interpersonal relationships create a conducive environment that can empower healthcare staff regardless of the demands of the clinical setting. Lastly, this reflection emphasises the importance of leaders acting as role models to their subordinates. This means leaders should not only provide directives to their staff but also support their staff to achieve excellence. These lessons will form the foundation of my leadership principles when I get a chance to lead others in my unit or other healthcare setups.