Scanning and reflecting: major components of nursing leadership.
The effectiveness of nurse leaders rests partly on their abilities to scan for cues about themselves, other people, and situations; to reflectively determine the significance of these cues for leadership; and to shape their leadership in response to relevant cues. In this paper I describe the scanning and reflecting activities of six Canadian nurse managers. Scanning and reflecting are two of the major themes elucidated during a 3-year phenomenological study of their leadership. I also suggest how their scanning and reflecting might benefit care delivery, the nursing profession, and health care organizations.
King
T
T
Lakehead University School of Nursing, Thunder Bay, Ontario, Canada. ti.king@lakeheadu.ca
D000328:Adult; D001291:Attitude of Health Personnel; D002170:Canada; D003463:Cues; D005260:Female; D006801:Humans; D007400:Interprofessional Relations; D007587:Job Description; D007857:Leadership; D008875:Middle Aged; D009718:Nurse Administrators / Q000458:organization & administration* / Q000523:psychology*; D015404:Nursing Methodology Research; D009745:Nursing, Supervisory / Q000458:organization & administration*; D011795:Surveys and Questionnaires; D013850:Thinking