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• Clinical-academic positions that promote research activity and adoption of findings are dependent on clinical leadership support
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• http://orcid.org/0000-0003-0564-3243 Amanda Henderson
• School of Nursing, Midwifery and Social Sciences , Central Queensland University , Brisbane , Queensland , Australia
• Correspondence to Professor Amanda Henderson, Nursing Practice Development Unit, Metro South Health Service District, Woolloongabba, Queensland, Australia; Amanda.Henderson{at}health.qld.gov.au

https://doi.org/10.1136/ebnurs-2024-104013

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• Evidence-Based Nursing

Commentary on: Aspinall C, Slark J, Parr J, et al . The role of healthcare leaders in implementing equitable clinical academic pathways for nurses: An integrative review. J Adv Nurs . 2024: 1-15. doi: 10.1111/jan.16043

Implications for practice and research

All levels of leadership need to engage with and support ‘clinical-academic positions’ to realise the potential these positions offer clinical practice improvement.

It is imperative that clinical-academic nurses develop leadership skills to engage with policy and influence executive decisions relevant to advancing clinical practice.

Clinical-academic positions have been developed to advance the nursing profession. The intent of these positions is to lead the continuous generation and adoption of strong evidence into clinical practice that improves healthcare provision; and thereby, strengthening professional credibility. These positions bridge the clinical academic space through drawing on their expertise, research and understanding of implementation science to foster partnership and collaboration. Leaders are strategically placed to advocate for these positions in their organisations, and further to this, support and nurture individuals in these positions. The value of this integrative review by Aspinall et al , 1 is identification of factors that help and hinder leaders in creating and best positioning these roles to positively influence and impact practice.

Findings identify leadership as critical to advance clinical-academic careers in nursing. While the review sought to explore equity, there was limited opportunity to gain insights into specific individual equity issues as they were not afforded much attention. Available information only furnished generic approaches for leaders to promote equity of access and opportunity. Of greater significance were consistent findings that identified transformational leadership, support and infrastructure as fundamental for clinical-academic positions to realise desired outcomes. However, examples were specific and dependent on people and context; findings did not suggest circumstances were universal. There is little definitive evidence about how best to advance professional practice through these positions that are focused on conducting and using clinical research.

Leadership is imperative for the success of these positions. Leaders at all levels of clinical practice need to acknowledge the significance and provide tangible support to academic-clinical positions. The relationship between leadership and research endeavours, specifically, generation of knowledge through research and implementation of findings, is known. 2 3 Leadership support refers to a suite of measures, such as, facilitating access to teams, establishing tenets in policy and procedure, and appropriate resourcing. This results in improved return on investment from these positions through positive impact on care quality. Unfortunately, support is not always forthcoming. Success is reliant on executive management understanding relevance and creating the vision. Middle management often rely on research-based material from clinical-academic positions but then they do not subsequently invest in these roles despite directly benefiting. Seemingly, there is value in clinician-academics participating in leadership education to better influence leaders they engage. 1

Challenges continue even though gains are evident when clinical-academic positions have leadership backing. These positions are small in number, and as such, career paths to these positions are poorly defined. Furthermore, infrastructure needs to be embedded, such as, access to populations and databases, resourcing, and established integrated networks. Initiatives are often ‘ad-hoc’, and their successes are reliant on specific individuals, networks and context. Lack of commitment, limited progressive pathways and poor positioning of clinical-academic roles in organisation structures puts them at risk of failure. Finally, the nursing profession needs to be careful that research in practice is not left to just reside with clinical-academic appointments: Rather these should serve merely as a catalyst. Achieving future aspirations is dependent on clinical teams building a culture of inquiry, namely, teams feel comfortable to engage in conversations about evidence and what knowledge is needed. 4

• Aspinall C ,
• Parr J , et al
• Elsheikh R ,
• Le Quang L ,
• Nguyen NQT , et al
• Bolsewicz K ,
• Reilly K , et al
• Stormon N ,
• Lawrenson P ,
• Rahmann A , et al

Competing interests None declared.

Provenance and peer review Commissioned; internally peer reviewed.

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THE IMPACT OF LEADERSHIP STYLES ON ORGANIZATIONAL PERFORMANCE

2022, Umakhihe Kelvin, Bello Abdulazeez Adio

Leadership is among the major drivers to improve the performance of an organization. It is believed that an organization's kind of style of leadership influences its overall results. This report focuses on the three styles of leadership which are autocratic leadership, democratic leadership, and laissez faire style of leadership. The roles of leadership styles towards the organizational performance were also discussed. It is seen that leadership styles definitely have a strong relationship towards a company's success, as the way the leader manages his employees will ultimately decide the performance of the organization itself. When a leader is engaging and puts employees' ideas and input into account when making decisions, productivity will indirectly increase especially from the employees as they feel like they are a part of an input that leads to motivation. It all comes down to human behaviour and psychological views when it comes to having the right leadership style a leader wants to adopt in an organization. A few recommendations were made to further improve organizational performance in the long run. According to this report, democratic leadership is the most effective style of leadership towards attaining and enhancing organizational performance. In depth explanations are given in this report.

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In particular, the relationship between democratic, autocratic, transformational, and transactional leadership styles and organizational performance was the focus of this study. The study was an organized review of the literature (Desk Review), concentrating on general discussions that were already accessible through database search engines like Google Scholar. The most pertinent journal papers, books, and dissertations were also looked for by the researcher. The theoretical foundation of democratic, autocratic, transformational, and transactional leadership styles as well as organizational performance was uncovered by the study's findings. According to a study that examined many authors' studies on leadership behaviors and the performance of organizations, some leadership styles are good for an organization's success while others are bad depending on the circumstance. Article visualizations:

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The objective of the study is to investigate the effect of leadership styles on organizational performance. The core reasons of the study were to learn the abstraction of leadership style and explore the impact of leadership different behavior on organizational performance. The study also notifies the performance of the leadership in organizations because of the better leadership standards. The leadership conjectures and various concepts of the behavior of leadership were highlighted and elaborated at the starting of the research. The method of the research was qualitative and quantitative in this study. The survey questionnaire was distributed among employees and management in the organization. The study was done by disturbing a questionnaire among the management and employees of the organization. The study objective was to examine managers the impact of leadership styles on organizational performance. Therefore in making the sample, the employees who performed in managerial ranks were taken. The data was colled from a total of 250 managers, who performed their jobs in various departments and sectors. The outcome of the research indicated that leadership behaviors are greatly linked with the leader being recognized and, the employee having recognized the organizational performance. The keep check on leadership behavior has a crucial compelling effect on leaders and employees discern organizational performance upon individual feedback. The result is shown in the research that there is a powerful impact of leadership behavior on organizational performance in organization behavior with the management and employees was among the main reason for organization development and success. Lastly to conclude the leadership behavior was identified as the crucial main reason for the development of the organization.

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Leadership is a significant factor in whether or not an organization will be successful. Leadership style refers to what means folks are rapt and driven by a front-runner to reach organizational goals or what they do. The main focus is on diverse categories of leadership. People who are democratic, transformational, bureaucratic, and authoritarian are good leaders. Still, charismatic and transactional people are bad leaders because they don't give employees opportunities and freedom to do their best work, hurting the organization. Both main and minor research has been done in this study, and both have been good. The reading establishes that charismatic, bureaucratic, and transactional leadership styles harm the performance of an organization. Organizations that had leaders who used transformational, autocratic, and democratic leadership styles did better than those who used other types of leadership. There is a suggestion that organizations should use a control style that helps people's abilities and skills grow and grow and grow and grow.

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For the reason that it is widely presumed that the effectiveness of a leader has a significant impact on organizational performance, this, has led to heightened research focused on the relationship between leadership and organizational performance. Similarly, the purpose of this study was to investigate the theoretical aspects of this concept, evaluate various leadership styles, and examine evidence regarding the efficacy of leadership styles in optimizing organizational performance. Qualitative Content Analysis was used to analyze relevant journal articles, government publications and books in order to achieve three main goals: (1) exploring the concept of organizational performance in relation to leadership; (2) identifying methods for measuring organizational performance at its core; and (3) evaluating the effects of different leadership styles on organizational performance. The results indicate that the charismatic leadership style is the most effective when compared to other approaches in that it can increase employee morale and productivity, thereby improving overall organizational performance. Correspondingly, the transformational and democratic leadership styles are found to improve organizational performance. Furthermore, it is established that the situational leadership style is effective when it employs either the charismatic, transactional, and or transformational leadership approach. Therefore, this study recommends that leaders ought to: (1) utilise feedback from subordinates to assess their leadership impact; (2) reflect on their leadership journey; (3) use leadership assessment tools to identify their strengths and weaknesses for growth opportunities; and (4) employ leadership styles that maximize employee engagement and productivity preferably the charismatic leadership style.

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This study examines the impact of leadership style on employees performance in an organization. It went ahead in ascertaining the relationship between employees' performance and productivity, which is the hallmark of the organization goals and objectives. The study revealed that there is significance relationship between leadership style and employees' performance in the attainment of organization goals and objectives.

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Leadership is one of the important aspects for the success of the organization. The paper begins by looking at basic sources of leadership practices which describe interpersonal relation at work and explain the leader’s role played in an organization, is a critical component of successful management. The paper will explore the impact of different leadership styles on organization performance and a sound understanding of group dynamics. The study examines major leadership styles and the relationship between transformational, transactional and participative styles and how the exceptional leaders can identify the art of reframing leadership practices based on the situation and requirement to get improved outcomes for organization. Also will discuss about reframing and implementing leadership qualities for conflict management, stress management, time management and the skills and processes of successful leadership practices. This research paper emphasizes how reframing of leadership sty...

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2024 Federal budget highlights

Canada's Deputy Prime Minister and Finance Minister Chrystia Freeland delivered Canada's 2024 federal budget on April 16, 2024

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The budget expects a deficit of $40.0 billion for 2023-24 and forecasts deficits of $39.8 billion for 2024-25, and $38.9 billion for 2025-26. Although the budget does not change the federal personal or corporate tax rates, Finance announced that it will increase the inclusion rate for capital gains realized on or after June 25, 2024, in certain circumstances. Specifically, the inclusion rate will increase to 2/3 for corporations and trusts and to 2/3 for individuals on the portion of capital gains realized in the year that exceed $250,000. Finance also provided details on related changes to increase the Lifetime Capital Gains Exemption to $1.25 million, and clarified a temporary tax exemption on up to $10 million in capital gains that may be realized when a business is sold to an Employee Ownership Trust (EOT).

One of the major themes of this year’s budget is to increase the affordability of housing. In particular, the budget provides several incentives for purpose-built rental housing in Canada, including an elective exemption from the interest deductibility limitation and enhanced Capital Cost Allowance (CCA) for certain new additions of property. There are also new measures intended to benefit first-time homebuyers. Finance’s budget also focuses on clean economy changes, including to provide expected detail on the Clean Electricity investment tax credit, among others.

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