J Contin Educ Nurs
November 2014
In the current complex health care environment, nurses in all practice settings are called on to be leaders in advocating for a healthier future. Health care reform, the rise of the evidence-based practice movement, and the proliferation of new educational options are opening opportunities as never before for nurses to expand their leadership capacity to an interprofessional level. This interpretive phenomenological study conducted with eight nurse participants describes their experience of becoming an interprofessional leader.
View Article and Find Full Text PDFAcademic leaders are one component of a well-prepared faculty that is required to achieve and sustain excellent educational programs. But what is it like to become an academic leader? How does one become a leader? These questions were addressed in an interpretive study in which nurse faculty leaders were interviewed about the experience of becoming a leader. Interview texts were analyzed hermeneutically by a research team to uncover three themes (common, shared experiences): Being Thrust into Leadership, Taking Risks, and Facing Challenges, which are explicated in this article.
View Article and Find Full Text PDFPurpose: The purpose of this study was to explore the lived experience of becoming a nurse faculty leader.
Background: In a recent study of 24 nurse faculty leaders across the United States about their experience of becoming a leader, many of the participants hesitated to call themselves leaders.
Methods: This interpretive phenomenological study explored the meaning and significance of nurse faculty leadership.
This article presents how nursing worldviews, relationship, and holism have evolved differently according to the predominant mode of perception used to create them. Intensive and extensive modes of perception are both primarily and fundamentally different; neither mode of perception can be subsumed by the other. Nurses are susceptible to limiting their perception by practicing simple holism.
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