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      Marking out the clinical expert/clinical leader/clinical scholar: perspectives from nurses in the clinical arena

      research-article
      1 , , 2 , 3
      BMC Nursing
      BioMed Central
      Clinical scholarship, Leadership, Nursing

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          Abstract

          Background

          Clinical scholarship has been conceptualised and theorised in the nursing literature for over 30 years but no research has captured nurses’ clinicians’ views on how it differs or is the same as clinical expertise and clinical leadership. The aim of this study was to determine clinical nurses’ understanding of the differences and similarities between the clinical expert, clinical leader and clinical scholar.

          Methods

          A descriptive interpretative qualitative approach using semi-structured interviews with 18 practising nurses from Australia, Canada and England. The audio-taped interviews were transcribed and the text coded for emerging themes. The themes were sorted into categories of clinical expert, clinical leader and clinical scholarship as described by the participants. These themes were then compared and contrasted and the essential elements that characterise the nursing roles of the clinical expert, clinical leader and clinical scholar were identified.

          Results

          Clinical experts were seen as linking knowledge to practice with some displaying clinical leadership and scholarship. Clinical leadership is seen as a positional construct with a management emphasis. For the clinical scholar they linked theory and practice and encouraged research and dissemination of knowledge.

          Conclusion

          There are distinct markers for the roles of clinical expert, clinical leader and clinical scholar. Nurses working in one or more of these roles need to work together to improve patient care. An ‘ideal nurse’ may be a blending of all three constructs. As nursing is a practice discipline its scholarship should be predominantly based on clinical scholarship. Nurses need to be encouraged to go beyond their roles as clinical leaders and experts to use their position to challenge and change through the propagation of knowledge to their community.

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          Most cited references35

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          Enabling the implementation of evidence based practice: a conceptual framework

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            Leadership: Good, better, best

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              Linking transformational leadership to nurses' extra-role performance: the mediating role of self-efficacy and work engagement.

              This paper is a report of a social cognitive theory-guided study about the link between supervisors' transformational leadership and staff nurses' extra-role performance as mediated by nurse self-efficacy and work engagement. Past research has acknowledged the positive influence that transformational leaders have on employee (extra-role) performance. However, less is known about the psychological mechanisms that may explain the links between transformational leaders and extra-role performance, which encompasses behaviours that are not considered formal job requirements, but which facilitate the smooth functioning of the organization as a social system. Seventeen supervisors evaluated nurses' extra-role performance, the data generating a sample consisting of 280 dyads. The nurses worked in different health services in a large Portuguese hospital and the participation rate was 76·9% for nurses and 100% for supervisors. Data were collected during 2009. A theory-driven model of the relationships between transformation leadership, self-efficacy, work engagement and nurses' extra-role performance was tested using Structural Equation Modelling. Data analysis revealed a full mediation model in which transformational leadership explained extra-role performance through self-efficacy and work engagement. A direct relationship between transformational leadership and work engagement was also found. Nurses' supervisors with a transformational leadership style enhance different 'extra-role' performance in nurses and this increases hospital efficacy. They do so by establishing a sense of self-efficacy but also by amplifying their levels of engagement in the workplace. © 2011 Blackwell Publishing Ltd.
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                Author and article information

                Journal
                BMC Nurs
                BMC Nurs
                BMC Nursing
                BioMed Central
                1472-6955
                2013
                15 April 2013
                : 12
                : 12
                Affiliations
                [1 ]School of Nursing and Midwifery, University of Western Sydney, Locked Bag 1797, Penrith, NSW 2751, Australia
                [2 ]Family and Community Health Research Group (FaCH), School of Nursing and Midwifery, University of Western Sydney and Conjoint Appointment with Nepean Blue Mountains, Local Health District, Sydney, Australia
                [3 ]Faculty of Health, University of Technology Sydney, PO Box 123, Broadway, NSW 2007, Australia
                Article
                1472-6955-12-12
                10.1186/1472-6955-12-12
                3637526
                23587282
                8f9ff631-9349-4204-aed6-37407df098d9
                Copyright ©2013 Mannix et al.; licensee BioMed Central Ltd.

                This is an Open Access article distributed under the terms of the Creative Commons Attribution License ( http://creativecommons.org/licenses/by/2.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

                History
                : 27 November 2012
                : 5 April 2013
                Categories
                Research Article

                Nursing
                clinical scholarship,leadership,nursing
                Nursing
                clinical scholarship, leadership, nursing

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