ArticleJournal of advanced nursing2026
The Practice of Nurse Managers, Their Support Needs and the Importance of Shared Leadership: A Multicentre International Qualitative Research.
Article in Journal of advanced nursing, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
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Who cites it
2 citing papers in PubMed.
- Leading, Connecting and Coping: Nurses' Responses to Sustaining Well-Being During the COVID-19 Crisis-A Qualitative Study.Journal of nursing management · 2026Article
- Understanding Work Meaning: A Qualitative Comparative Study of Novice and Experienced Head Nurses in Hospital Leadership.SAGE open nursingArticle
Corrections and comments
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Authors and funding
8 authors.
Funding
Abstract
aimTo shed new light on the management practice and needs for support, mentoring and continuous education of nurse managers (head nurses and assistant head nurses) during and since the COVID-19 pandemic to identify the innovative strategies they put in place to mobilise teams and foster a healthy work environment.
designA multi-centre exploratory descriptive study with a qualitative descriptive exploratory design was used.
methods10 focus groups held between December 2021 and July 2022, five from a Canadian healthcare centre and five from a Swiss healthcare centre, were conducted with 35 nurse managers. The data were analysed using thematic analysis.
resultsSix central themes emerged: (1) A difficult context to navigate: Continuous adaptation necessary to navigate through difficulties and a rapidly changing context, (2) Maintaining a visible presence and engaging in active listening with team members to promote commitment, motivation and mobilisation, (3) Frequent short meetings, instant and transparent communication, (4) Role legitimacy and recognition, along with continuous professional development, (5) Integration and cohesion among team members, and the quality of care and (6) Shared leadership: A key strategy to prioritise.
conclusionThe present study offers unique insights into the innovative strategies nurse managers have put in place to ensure the optimal functioning of their care team, to foster a positive work climate, and to ensure the commitment, motivation and mobilisation of their teams. A shared leadership approach appears to be a key lever of action to optimally tackle the present and future needs and challenges of nurse managers. IMPLICATIONS FOR THE PROFESSION AND/OR PATIENT CARE: This study highlights key managerial strategies that can be beneficial in all contexts or during future crises, ultimately helping healthcare organisations and nurse managers have a better understanding of their role and influence. REPORTING
methodConsolidated Criteria for Reporting Qualitative Research (COREQ). PATIENT OR PUBLIC CONTRIBUTION: No patient or public contribution.
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Registered trials
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