Analysis of Clinical Leadership in Past Studies

Running head: CLINICAL LEADERSHIP 1
Analysis of Clinical Leadership in Past Studies
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CLINICAL LEADERSHIP 2
Introduction
Clinical leadership is significant in the clinical practices as it impacts the work
environment, safety and quality care and job retention and satisfaction for the healthcare
providers. Leadership in clinical settings is responsible for identifying work inefficiencies,
motivating other healthcare workers and lead change initiative to solve problems (Stanley &
Karen, 2018).. This paper examines clinical leadership in the following past studies; (1) “Clinical
Leadership in Mental Health Nursing: The Importance of a Calm and Confident Approach”
(Ennis, Happell & Reid, 2015). (2) Gaps in governance: protective mechanisms used by nurse
leaders when policy and practice are misaligned” (Knight, Kenny & Endacott, 2015). (3)
“Developing and evaluating clinical leadership interventions for frontline healthcare providers: a
review of the literature e” (Mianda & Voce, 2018). (4) “Clinical Leadership and the Changing
Governance of Public Hospitals: Implications for Patient Experience” (Veronesi, Kirkpatrick &
Altanlar, 2015).
Changing the leadership of public hospital
Veronesi, Kirkpatrick and Altanlar (2015) denote that there is a positive impact on the
general health care facility when the clinical leaders are included on the governing boards of the
hospitals. The research focuses on the influence of inclusion of the clinical professions such as
nurses and doctors on the governing board of the public sector's hospitals in UK. It extended
their autonomy leading to improvement in the performance of the hospitals. McGivern et al
(2015), point out that there is an increase trend in the health service where clinical professions
are getting more involved in the clinical leadership and active management of the public
hospitals' governing boards.

CLINICAL LEADERSHIP 3
On the other hand, critics argue that these trends undermine the clinical professions'
autonomy and reinforce division between nurses and doctors in the management positions.
Conry et al (2012) emphasize on the positive impact this clinical leadership and management
style has on the outcome of services. The study confirms the past literature findings showing the
positive impact the inclusion of clinical professions on governing boards of hospitals have on
performance outcome. It further investigates the differences in the level of moderation of the
clinical professions participation on hospital governing boards of different organisations.
Findings and recommendations
Veronesi, Kirkpatrick and Altanlar (2015) research used an empirical approach to collect
data on the experience of the patients. The results shows a positive impact on the patient
experience when the clinical professions are involved in the hospital management. It also noted
that the environmental conditions also contribute to the patients’ experience. This is achieved
more on when the clinical professions get more involved in the decision making at the board
level. It highlights the benefits of clinical professions' participation in strategic decision-making.
It also illustrates the importance of organizational conditions in shaping the outcomes of clinical
leadership.
Extending clinical leadership to board is necessary for the transformative change in
delivery of services in the healthcare institutions. The study however indicates that more research
needs to be done on the outcome of the patients experience in relation to inclusion of clinical
profession on the governing board of hospital management. It is relevant to the nursing
profession as it shows the importance of involvement of the nurses in the governing boards of
hospitals where their interests are considered.
Developing clinical leadership interventions