• Login
    View Item 
    •   QMU Repositories
    • eResearch
    • School of Health Sciences
    • Nursing
    • View Item
    •   QMU Repositories
    • eResearch
    • School of Health Sciences
    • Nursing
    • View Item
    JavaScript is disabled for your browser. Some features of this site may not work without it.

    A Bridge Over Turbulent Waters: Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence

    View/Open
    eResearch%204287.pdf (143.9Kb)
    Access
    restricted
    Date
    2016-02
    Author
    van der Zijpp, Teatske Johanna
    Niessen, Theo
    Eldh, Ann Catrine
    Hawkes, Claire
    McMullan, Christel
    Mockford, Carole
    Wallin, Lars
    McCormack, Brendan
    Rycroft-Malone, Jo
    Seers, Kate
    Metadata
    Show full item record
    Citation
    van der Zijpp, T., Niessen, T., Eldh, A., Hawkes, C., McMullan, C., Mockford, C., Wallin, L., McCormack, B., Rycroft-Malone, J. & Seers, K. (2016) A Bridge Over Turbulent Waters: Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence, Worldviews on Evidence-Based Nursing, vol. 13, , pp. 25-31,
    Abstract
    Background: Emerging evidence focuses on the importance of the role of leadership in successfully transferring research evidence into practice. However, little is known about the interaction between managerial leaders and clinical leaders acting as facilitators (internal facilitators [IFs]) in this implementation process. Aims: To describe the interaction between managerial leaders and IFs and how this enabled or hindered the facilitation process of implementing urinary incontinence guideline recommendations in a local context in settings that provide long-term care to older people. Methods: Semistructured interviews with 105 managers and 22 IFs, collected for a realist process evaluation across four European countries informed this study. An interpretive data analysis unpacks interactions between managerial leaders and IFs. Results: This study identified three themes that were important in the interactions between managerial leaders and IFs that could hinder or support the implementation process: realising commitment negotiating conditions and encouragement to keep momentum going. The findings revealed that the continuous reciprocal relationships between IFs and managerial leaders influenced the progress of implementation, and could slow the process down or disrupt it. A metaphor of crossing a turbulent river by the building of a bridge emerged as one way of understanding the findings. Linking Evidence to Action: Our findings illuminate a neglected area, the effects of relationships between key staff on implementing evidence into practice. Relational aspects of managerial and clinical leadership roles need greater consideration when planning guideline implementation and practice change. In order to support implementation, staff assigned as IFs as well as stakeholders like managers at all levels of an organisation should be engaged in realising commitment, negotiating conditions, and keeping momentum going. Thus, communication is crucial between all involved. 2016 Sigma Theta Tau International.
    Type
    article
    Official URL
    http://dx.doi.org/10.1111/wvn.12138
    URI
    https://eresearch.qmu.ac.uk/handle/20.500.12289/4287
    Collections
    • Nursing

    Queen Margaret University: Research Repositories
    Contact Us | Send Feedback
     

     

    Browse

    All QMU RepositoriesCommunities & CollectionsBy YearBy PersonBy TitleBy QMU AuthorBy Research CentreThis CollectionBy YearBy PersonBy TitleBy QMU AuthorBy Research Centre

    My Account

    LoginRegister

    Queen Margaret University: Research Repositories
    Contact Us | Send Feedback