Conectar
To identify and synthesise qualitative and quantitative evidence of nurse managers' qualities, practices and styles related to leading nurses' interprofessional collaboration.
Mixed-methods systematic review.
Two authors independently selected studies based on predefined inclusion criteria, assessed quality and extracted data. A thematic synthesis with a convergent qualitative design was used.
CINAHL, PubMed and Scopus were searched from January 1, 2010, to September 7, 2025. Citations of relevant articles were screened.
A total of 32 articles were included. The analysis revealed two leadership core qualities, five core practices, and three core styles of nurse managers that promote nurses' interprofessional collaboration. Core qualities were proficiency and mindset. Core practices comprised empowering, communicating and informing, commitment to interprofessional collaboration, creating possibilities, and establishing an enhancing atmosphere. Core styles included authentic, transformational, and transactional leadership styles.
The results reflect the situational nature of nursing leadership related to interprofessional collaboration. Successful leadership requires managers to adopt primarily a transformational leadership style, yet more traditional leadership is required occasionally. Results indicate that nursing leadership is foremost a process that evolves within its context.
Greater clarity on how leadership influences nurses' interprofessional collaboration supports leaders, organisations, and educational institutions in developing and sustaining effective leadership.
This review demonstrates that the quality of nursing leadership is a central factor for successful interprofessional collaboration.
The PRISMA guidelines for Systematic Reviews and Meta-Analysis were used.
This study did not include patient or public involvement in its design, conduct or reporting.
To psychometrically validate a comprehensive core competence (3C) instrument to measure the core competence of healthcare professionals in clinical settings.
Instrument development and validation study.
This study focused on the fourth phase of instrument development and validation, which involves refining the scale and assessing its psychometric properties. Secondary data from self-reported assessments of core competency levels by healthcare professionals (628 nurses and 450 physicians) working at healthcare institutions in Oman were used. Structural validity was examined via exploratory factor analysis using oblique rotation (Promax). The stability of factorial validity was assessed through transformation analysis and invariance testing using confirmatory factor analyses. Internal consistency was evaluated using Cronbach's alpha.
The development and validation process produced a 3C instrument including 39 items across 11 factors: research and innovation (4 items), patient sustainable care (5 items), strategic leadership (4 items), safety promotion (3 items), tech integration (3 items), quality excellence (4 items), collaborative care delivery (4 items), professional growth (3 items), communication excellence (3 items), ethics and compliance (3 items) and professional practice (3 items). The instrument explained 65.3% and 67.6% of the total observed variance for nurses and physicians, respectively, with Cronbach's alpha for each component above the minimum acceptable value of 0.70.
The 3C instrument, developed through structured validation, comprehensively assesses healthcare professionals' core competencies, bridging the gap in existing tools with robust psychometric properties.
Healthcare professionals must develop robust and versatile core competencies to address increasing quality and safety patient care demands, escalating costs, unsustainable delivery models and rising stakeholder expectations. The developed 3C instrument is valuable for (1) comprehensively assessing core competencies, (2) suggesting an immediate and short-term action plan and (3) stimulating policies to drive the transformation of the delivery system over the longer term.
No patient or public contribution.
To explain the relationships between nurses' self-leadership and professional autonomy, job satisfaction, and intention to leave the profession.
A descriptive cross-sectional study design.
A total of 230 registered nurses responded to a survey including a Finnish version of the Dempster Practice Behaviour Scale and the Revised Self-Leadership Questionnaire in fall 2024. Structural equation modelling was used to test hypotheses.
Nurses assessed their self-leadership practices as moderately good. The model indicated that self-goal setting, evaluating beliefs and assumptions, and job satisfaction have positive relationships with professional autonomy, while self-reward and self-punishment have negative relationships with it. It also demonstrated that natural reward strategies have a positive relationship with job satisfaction, while self-punishment has a negative relationship with it. Nurses' professional autonomy and job satisfaction reduce their intention to leave, while evaluating beliefs and assumptions increase it.
Goal setting and using constructive mindsets develop ways of thinking that positively impact nurses' autonomy. This, in turn, leads to higher job satisfaction and lower intention to leave. Natural reward strategies that involve performing meaningful tasks surrounded by empowering people increase job satisfaction. However, not all self-leadership strategies are beneficial: self-punishment can lower professional autonomy and job satisfaction. Additionally, evaluating one's own beliefs and assumptions might increase the intention to leave due to reflective thoughts about the profession.
Implementing professional autonomy and self-leadership practices in organisational structures enhances nurses' valuable role. Empowering leadership encourages nurses to set goals, evaluate beliefs and assumptions, and reward themselves. Moreover, nurses' self-punishment can be avoided with a healthy, open work environment. Self-leadership skills should be strengthened in nursing education to prepare nurses for work demands.
The STROBE checklist.
No patient or public contribution.
To systematically map evidence on the application of AI systems in nursing workforce management, with a targeted focus on the role of nurse leaders.
A scoping review.
A comprehensive literature search was conducted across six databases: CINAHL, IEEE Xplore, MEDLINE/PubMed, PsycINFO, Scopus, and Web of Science. Studies published in English between January 2015 and December 2024 were included.
Studies that focused on AI in the context of nursing leadership or workforce management were included, while those examining AI in healthcare but without a specific focus on nursing leadership/management were excluded.
A total of 1014 articles were retrieved, and 12 were included in this review. Eleven articles were published between 2022 and 2024. The findings show that AI systems in nursing management have been applied in several domains, including workforce planning, nursing safety, and staff prediction models. Although studies highlight the positive optimising potential of AI systems, others underscore the ethical implications of AI with respect to nursing leadership and management, particularly regarding discriminatory stereotypes in AI-generated nurse imagery and the critical role of nurse leaders in ethical AI integration in care. Only one study identified important barriers to AI integration, underlining the need for enhanced AI training for nurse managers.
Findings suggests that the application of AI systems in nursing leadership/management is in its early phases, with limited engagement of nurses in innovating and implementing AI-enabled systems. A substantial problem related to AI adoption remains—AI integration hinges on addressing the readiness and engagement levels of nurse leaders early on in the process of AI systems' innovation. To promote AI integration, AI competency, trust, and optimisation in healthcare, developing a basic working understanding of AI together with a culture of multidisciplinary AI development teams that include nurses are potentially proactive strategies.
This study adhered to the PRISMA-ScR guideline.
No patient or public contribution.
To describe nurse leaders' perceptions of factors related to the development of their own interpersonal communication competence.
Qualitative descriptive study.
Individual semi–structured interviews were conducted with 21 nurse leaders in three wellbeing service counties in Finland. Data were collected between February and April 2024 and analysed using an inductive content analysis.
The analysis identified two main categories, each comprising several subcategories: (1) individual factors related to development, which encompassed participants' perceptions on how inherent qualities, personal experiences, reflexivity, motivation and communication training were related to the development of interpersonal communication competence, and (2) interpersonal factors related to development, which demonstrated the role of situational contexts, feedback and social support in competence development.
This study frames the development of nurse leaders' interpersonal communication competence as a lifelong and continuous process. The findings emphasise the interplay of individual and interpersonal factors, encompassing various competence categories and dimensions. This dynamic underscores the importance of developing interpersonal communication competence in workplaces through various practices, in addition to formal communication training.
The findings enhance our understanding of nurse leaders' interpersonal communication competence and the factors related to it. The study also identifies various practices for fostering nurse leaders' communication competence.
The study provides valuable insights for healthcare organisations and educational institutions by highlighting the importance of providing nurse leaders with opportunities to promote their interpersonal communication competence through both formal communication training and their daily work activities.
Reporting adhered to the SRQR checklist.
No patient or public Involvement.
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