Mod 2 Annotated nursing bibs
Annotated Bibliographies
Elizabeth Young
Professional Issues and Leadership in Contemporary Nursing
Nur-204054-04
Prof. Jill Borgos
February 10, 2015
Davies, A., Wong, C.A., & Laschinger, H. (2011). Nurses’ participation in personal knowledge transfer: The role of leader-member exchange (LMX) and structural empowerment. Journal of Nursing Management, 19(5), 632-643.
The purpose of the study as stated in the abstract was to test Kanter’s theory by examining relationships among structural empowerment, leader-member exchange (LMX) quality and nurses’ participation in personal knowledge transfer activities. The article demonstrates utilization of Kanter’s theory of structural empowerment will enhance morale within the work environment by fostering positive and fulfilling relationships between managers and subordinates that include the desired qualities of “respect, trust and mutual obligation” leads to the incorporation of evidence based practice. The authors examine the concept of how leader-member exchange and structural empowerment as well as personal knowledge transfer influence an employee’s perception of their organization. The intended audience is upper level management however, this can be applicable to any level of employment. This article is relevant in terms of providing a structural framework for leadership. A specific weakness of the article is the low number of participants. Although 400 questionnaires were disseminated only 234 responded (58.5%). Despite this, the demographic characteristics did include both diploma and BSN nurses each with a significant number of nursing experience. The implications for nursing were significant. The development and maintenance of working relationships are critical in nursing.
Mark, B. A., Hughes, L.C., & Jones, C.B. (2004). The role of theory in improving patient safety and quality health care. Nursing Outlook, 51(1), 11-16.
The purpose of the article was to research the theoretical concept
Elizabeth Young
Professional Issues and Leadership in Contemporary Nursing
Nur-204054-04
Prof. Jill Borgos
February 10, 2015
Davies, A., Wong, C.A., & Laschinger, H. (2011). Nurses’ participation in personal knowledge transfer: The role of leader-member exchange (LMX) and structural empowerment. Journal of Nursing Management, 19(5), 632-643.
The purpose of the study as stated in the abstract was to test Kanter’s theory by examining relationships among structural empowerment, leader-member exchange (LMX) quality and nurses’ participation in personal knowledge transfer activities. The article demonstrates utilization of Kanter’s theory of structural empowerment will enhance morale within the work environment by fostering positive and fulfilling relationships between managers and subordinates that include the desired qualities of “respect, trust and mutual obligation” leads to the incorporation of evidence based practice. The authors examine the concept of how leader-member exchange and structural empowerment as well as personal knowledge transfer influence an employee’s perception of their organization. The intended audience is upper level management however, this can be applicable to any level of employment. This article is relevant in terms of providing a structural framework for leadership. A specific weakness of the article is the low number of participants. Although 400 questionnaires were disseminated only 234 responded (58.5%). Despite this, the demographic characteristics did include both diploma and BSN nurses each with a significant number of nursing experience. The implications for nursing were significant. The development and maintenance of working relationships are critical in nursing.
Mark, B. A., Hughes, L.C., & Jones, C.B. (2004). The role of theory in improving patient safety and quality health care. Nursing Outlook, 51(1), 11-16.
The purpose of the article was to research the theoretical concept
References: Davies, A., Wong, C.A., & Laschinger, H. (2011). Nurses’ participation in personal knowledge transfer: The role of leader-member exchange (LMX) and structural empowerment. Journal of Nursing Management, 19(5), 632-643. Mark, B. A., Hughes, L.C., & Jones, C.B. (2004). The role of theory in improving patient safety and quality health care. Nursing Outlook, 51(1), 11-16. McGuire, E., & Kennerly, S. (2006). Nurse managers as transformational and transactional leaders. Nursing Economic$, 24(4), 179-186. Shirey, M. (2006). Authentic leaders creating healthy work environments for nursing practice. American Journal of Critical Care, 15(3), 256-268. Warrick, D.D. (2011). The Urgent Need for Skilled Transformational leaders: Integrating Transformational Leadership and Organization Development. Journal of Leadership Accountability & Ethics, (8)5, 11-26. Waterman, H. (2011). Principles of ‘servant leadership’ and how they can enhance practice. Nursing Management-UK, 17(9), 24-26. Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal Of Advanced Nursing, 69(4), 947-959. doi:10.1111/j.1365-2648.2012.06089.x