Enablers and Barriers to Nurse Managers' Leadership of Evidence‐Based Practice During Organisational Change: A Qualitative Study
Riitta Askola, Jaakko Varpula, Laura‐Maria Peltonen, Tarja Heino‐Tolonen, Miia Lindström, Anna AxelinABSTRACT
Aim
To explore the enablers and barriers to nurse managers' leadership of evidence‐based practice during organisational change, as perceived by clinical nurse specialists and nursing directors.
Design
A qualitative descriptive interview study.
Methods
Data were collected through semi‐structured interviews with clinical nurse specialists and nursing directors selected using purposive sampling. The data were analysed using inductive content analysis.
Results
Three main categories were identified that influence nurse managers' leadership of evidence‐based practice during organisational change, as perceived by clinical nurse specialists and nursing directors: organisational readiness, partnerships and expertise in evidence‐based practice. Organisational readiness included standardised practices and supportive organisational structures. Partnerships involved collaboration with clinical nurse specialists, interprofessional teams and management. Expertise reflected nurse managers' competence in evidence‐based practice and the use of digital tools to assess care quality and effectiveness.
Conclusion
Organisational readiness, partnerships and expertise in evidence‐based practice shape how nurse managers lead evidence‐based practice during organisational change. These factors influence the consistency of care, staff support and the ability to sustain evidence‐based practice in evolving healthcare environments.
Implications for the Profession and/or Patient Care
Strengthening organisational readiness, building collaborative partnerships and supporting nurse managers' competence in leading evidence‐based practice can enhance care quality, staff wellbeing and patient outcomes during organisational change.
Impact
This study addressed the challenge of sustaining evidence‐based practice during organisational change. The main findings highlight organisational, relational and competence‐related factors that influence nurse managers' ability to lead evidence‐based practice. The results are relevant for healthcare organisations, nurse leaders and policymakers seeking to strengthen leadership capacity and maintain evidence‐based practice during transitions.
Reporting Method
This study adhered to relevant EQUATOR guidelines. The Standards for Reporting Qualitative Research (SRQR) checklist was used to guide reporting.
Patient or Public Contribution
No patient or public contribution.