Leading and leadership: reflections on a case study
Article first published online: 23 MAY 2010
© 2010 The Author. Journal compilation © 2010 Blackwell Publishing Ltd
Journal of Nursing Management
Special Issue: This issue: Reflective leadership Issue editors: Melanie Jasper and Elisabeth Severinsson
Volume 18, Issue 4, pages 418–424, May 2010
How to Cite
JOYCE, P. (2010), Leading and leadership: reflections on a case study. Journal of Nursing Management, 18: 418–424. doi: 10.1111/j.1365-2834.2010.01090.x
- Issue published online: 23 MAY 2010
- Article first published online: 23 MAY 2010
- Accepted for publication: 15 February 2010
- case study;
joyce p. (2010) Journal of Nursing Management18, 418–424 Leading and leadership: reflections on a case study
Aim The aim of this case study was to explore if observing leaders in the context of their day-to-day work can provide an insight into how they lead in particular circumstances.
Background The study was carried out in a small organization which was set up 5 years ago.
Methods A case study methodology was used. Data were collected by field notes of non-participant and participant observations. Follow-up interviews were transcribed and analysed to contextualize the observations. A reflective diary was used by the researcher to add to the richness of the data.
Results The data demonstrates how the leader responded in key circumstances during scheduled meetings with staff, interactions in the office and during coffee time. These responses are linked to literature on leadership in the areas of power, personal development, coaching and delegation.
Conclusions The findings suggest that observing a leader in the context of their day-to-day work can provide evidence to validate what leaders do in particular circumstances.
Implications for nursing management The implications of the findings for nursing management are the opportunities to use observation as a tool to understand what managers/leaders do, how they manage or lead and why others respond as they do, and with what outcomes.