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Clinical nursing leaders’, team members’ and service managers’ experiences of implementing evidence at a local level

Authors

  • ALISON KITSON RN, BSc(Hons), DPhil, FRCN, FAAN,

    1. Professor of Nursing and Head, School of Nursing
    2. Co-Director, Centre for Evidence Based Practice South Australia (CEPSA), University of Adelaide, Adelaide, South Australia, Australia
    3. Associate Fellow, Green Templeton College, University of Oxford, Oxford, UK
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  • HEIDI SILVERSTON RN, BN, MHA,

    1. Director, Clinical Leadership Programme in Australia™, Royal Adelaide Hospital, North Terrace, Adelaide
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  • RICK WIECHULA RGN BA BN MNSc DNurs,

    1. Senior Lecturer, School of Nursing, Co-Director Director, CEPSA, University of Adelaide, Adelaide
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  • KATHRYN ZEITZ RN, BN, MN, PhD, FRCNA,

    1. Adjunct Senior Lecturer, School of Nursing University of Adelaide, Adelaide
    2. Director, Patient Pathways
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  • DANNI MARCOIONNI RN, BSc,

    1. Nurse Management Facilitator
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  • TAMMY PAGE RN, MSc

    1. Nursing Quality Manager, Nursing, Anaesthesia, Allied Health and General Services, Royal Adelaide Hospital North Terrace, Adelaide
    2. PhD Student, School of Nursing University of Adelaide, Adelaide, South Australia, Australia
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Alison Kitson
School of Nursing
University of Adelaide
Adelaide
5005
Australia
E-mail: alison.kitson@adelaide.edu.au

Abstract

kitson a., silverston h., wiechula r., zeitz k., marcoionni d. & page t. (2011) Journal of Nursing Management19, 542–555
Clinical nursing leaders’, team members’ and service managers’ experiences of implementing evidence at a local level

Aim  To describe the experiences of 14 clinical nursing leaders introducing a knowledge translation (KT) project into one metropolitan acute care hospital in South Australia. The study also explored team members’ and service managers’ experiences.

Background  KT strategies assume that local (nursing) clinical leaders have the capacity and capability to champion innovation combining positional leadership roles (ward leader) with a project lead role. There is limited evidence to support these assumptions.

Method  Semi-structured interviews of clinical nursing leaders and managers were undertaken at month 4 and 12 of the project. Data were also collected from the interdisciplinary team members (n = 28).

Results  Clinical nursing leaders identified risks and anxieties associated with taking on an additional leadership role, whereas managers acknowledged the multiple pressures on the system and the need for local level innovation. Team members generally reported positive experiences.

Conclusions  With support, clinical nursing leaders can effectively embrace KT project leadership roles that complement their positional leadership roles. Clinical nursing leaders’ experiences differed from nursing and medical managers’ experiences.

Implications for nursing management  Managers need to be more attuned to the personal risks local leaders experience, providing support for leaders to experiment and innovate. Managers need to integrate local priorities with broader system wide agendas.

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