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Person‐centred leadership: A relational approach to leadership derived through action research

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  • Shaun Cardiff
  • Brendan McCormack
  • Tanya McCance

Abstract

Aims and objectives How does person‐centred leadership manifest in clinical nursing. Background Person‐centred practice fosters healthful relationships and is gaining increasing attention in nursing and health care, but nothing is known about the influence of a person‐centred approach to leadership practice. Most leadership models used in nursing were originally developed outside of nursing. Design A 3‐year participatory action research study where participant leaders planned, researched and learned from their practice development. Methods After an orientation phase, four action spirals focused on: critical and creative reflective inquiries into leadership practice change; leading the implementation and evaluation of a new nursing system; facilitating storytelling sessions with staff; and annually reflecting on personal leadership change. Multiple data gathering methods offered insight into leadership development from several perspectives. Results Critical and creative thematic data analysis revealed a set of attributes, relational processes and contextual factors that influenced the being and becoming of a person‐centred leader. Comparing the findings with nursing leadership literature supports a conceptual framework for person‐centred leadership. Conclusions Person‐centred leadership is a complex, dynamic, relational and contextualised practice that aims to enable associates and leaders achieve self‐actualisation, empowerment and well‐being. Relevance to clinical practice This study and its conceptual framework is of relevance to practitioners, educationalists and researchers interested in developing a relational approach to nurse leadership and person‐centred cultures.

Suggested Citation

  • Shaun Cardiff & Brendan McCormack & Tanya McCance, 2018. "Person‐centred leadership: A relational approach to leadership derived through action research," Journal of Clinical Nursing, John Wiley & Sons, vol. 27(15-16), pages 3056-3069, August.
    • Handle: RePEc:wly:jocnur:v:27:y:2018:i:15-16:p:3056-3069
    DOI: 10.1111/jocn.14492
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    References listed on IDEAS

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    1. Trondsen, Marianne & Sandaunet, Anne-Grete, 2009. "The dual role of the action researcher," Evaluation and Program Planning, Elsevier, vol. 32(1), pages 13-20, February.
    2. Gerard M Fealy & Martin S McNamara & Mary Casey & Ruth Geraghty & Michelle Butler & Phil Halligan & Margaret Treacy & Maree Johnson, 2011. "Barriers to clinical leadership development: findings from a national survey," Journal of Clinical Nursing, John Wiley & Sons, vol. 20(13‐14), pages 2023-2032, July.
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    Cited by:

    1. Seán Paul Teeling & Jan Dewing & Deborah Baldie, 2022. "Developing New Methods for Person-Centred Approaches to Adjudicate Context–Mechanism–Outcome Configurations in Realist Evaluation," IJERPH, MDPI, vol. 19(4), pages 1-17, February.
    2. Rachida Handor & Anke Persoon & Famke van Lieshout & Marleen Lovink & Hester Vermeulen, 2022. "The Required Competencies of Bachelor- and Master-Educated Nurses in Facilitating the Development of an Effective Workplace Culture in Nursing Homes: An Integrative Review," IJERPH, MDPI, vol. 19(19), pages 1-20, September.

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