Leading change: a concept analysis

Heather V. Nelson‐Brantley · Debra J. Ford

34 citations0/0 files storedJournal of Advanced Nursing

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Organizational Change and Leadership Nursing education and management Nursing Education, Practice, and Leadership

Abstract

AIM: To report an analysis of the concept of leading change. BACKGROUND: Nurses have been called to lead change to advance the health of individuals, populations, and systems. Conceptual clarity about leading change in the context of nursing and healthcare systems provides an empirical direction for future research and theory development that can advance the science of leadership studies in nursing. DESIGN: Concept analysis. DATA SOURCES: CINAHL, PubMed, PsycINFO, Psychology and Behavioral Sciences Collection, Health Business Elite and Business Source Premier databases were searched using the terms: leading change, transformation, reform, leadership and change. Literature published in English from 2001 - 2015 in the fields of nursing, medicine, organizational studies, business, education, psychology or sociology were included. METHODS: Walker and Avant's method was used to identify descriptions, antecedents, consequences and empirical referents of the concept. Model, related and contrary cases were developed. RESULTS: Five defining attributes of leading change were identified: (a) individual and collective leadership; (b) operational support; (c) fostering relationships; (d) organizational learning; and (e) balance. Antecedents were external or internal driving forces and organizational readiness. The consequences of leading change included improved organizational performance and outcomes and new organizational culture and values. CONCLUSION: A theoretical definition and conceptual model of leading change were developed. Future studies that use and test the model may contribute to the refinement of a middle-range theory to advance nursing leadership research and education. From this, empirically derived interventions that prepare and enable nurses to lead change to advance health may be realized.

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References

1999An Organizational Learning Framework: From Intuition to Institution 2009Leading change: why transformation efforts fail 1952Field Theory in Social Science 1995The fifth discipline fieldbook: Strategies and tools for building a learning organization 2002Commitment to organizational change: Extension of a three-component model.2004Strategic Leadership and Organizational Learning 1995Leading change: Why transformation efforts fail 2011The SAGE handbook of leadership

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