NMHS30290 Leadership & Management

Academic Year 2023/2024

This module introduces the student to the key principles/theories of management and leadership, quality improvement, and information management systems. It provides the student with an understanding of how management and leadership, quality improvement and the information impact within the clinical practice. Issues concerned with maintaining quality in nursing/midwifery and health care, including change management, and clinical audit will be further explored. Additionally, students will be introduced to a number of methods and tools that may be used to measure quality in healthcare. The effect of informatics on the healthcare consumer as well as professional practice, administration, research and education are also explored.

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Curricular information is subject to change

Learning Outcomes:

1. Apply theories of leadership and management principles to practice
2. Critically discuss how nursing and midwifery leaders and managers promote a safe environment
3. Describe team development and discuss the challenges of working as part of a team
4. Discuss the process of coaching and highlight its advantages
5. Describe one theory of motivation and discuss the process of performance appraisal
6. Develop professional scholarship through self-directed learning skills, critical questioning/reasoning skills, and decision-making skills
7. Analyse the principles of collaborative practice and conflict resolution
8. Describe the principles of managing organisational change

Indicative Module Content:

Structure of the Irish healthcare service
Overview of management principles
Overview of a selection of leadership theories
Principles of Quality in Healthcare
The value of coaching and performance appraisal
Team development
Professional Scholarship and Peer Review
Conflict Management -
Managing change
Organization culture

Student Effort Hours: 
Student Effort Type Hours
Specified Learning Activities


Autonomous Student Learning








Approaches to Teaching and Learning:
The key teaching and learning approaches used in the module include: face to face lectures; group work; critical writing; reflective learning; online, and class discussions. 
Requirements, Exclusions and Recommendations

Not applicable to this module.

Module Requisites and Incompatibles
Not applicable to this module.
Assessment Strategy  
Description Timing Open Book Exam Component Scale Must Pass Component % of Final Grade
Presentation: Individual 5 min Video or Poster Week 4 n/a Standard conversion grade scale 40% No


Project: Group Project Week 11 n/a Standard conversion grade scale 40% No


Carry forward of passed components
Resit In Terminal Exam
Spring No
Please see Student Jargon Buster for more information about remediation types and timing. 
Feedback Strategy/Strategies

• Feedback individually to students, post-assessment
• Group/class feedback, post-assessment

How will my Feedback be Delivered?

Feedback individually to students, post-assessment - this is given orally, and written/annotated feedback out of class, in a meeting. Group/class feedback, post-assessment - this will be given as written feedback through the VLE.

Leadership and Organisational Dynamics Leadership and Management of Nursing and Midwifery NMHS 30290

Essential Reading

Booher, L, Yates E, Claus S, Haight K, Burchill CN. (2021) Leadership self-perception of clinical nurses at the bedside a qualitative descriptive study. Journal of Clinical Nursing. 30:1573-1583. https://doi.org/10.1111/jocn.15705

Burnes, B. (2020). ‘The Origins of Lewin’s Three-Step Model of Change’, The Journal of Applied Behavioural Science. 56(1), 32-59. https://doi.org/10.1177/0021886319892685

Casey M. and Coghlan D. (2021) “Action Research – For Practitioners and Researchers” Chapter 3. In J. Crossman and S. Bordia (Eds) February 28 Handbook of Qualitative Research Methodologies in Workplace Contexts. Edward Elgar Publishing Limited Northampton, Mass, USA.

Cummings G.G., Tate K., Lee S., Wong C.A., Paananen T., Micaroni S.P.M. and Chatterjee G.E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85(85), 19–60. doi:10.1016/j.ijnurstu.2018.04.016.

De Brún, A., Anjara, S., Cunningham, U., Khurshid, Z., Macdonald, S., O’Donovan, R., Rogers, L. and McAuliffe, E. (2020) 'The collective leadership for safety culture (Co-lead) team intervention to promote teamwork and patient safety'. International Journal of Environmental Research and Public Health, 17(22), pp. 1-16.

Dean E. (2021) ‘Nursing leadership: which type is right for you?: Effective leadership can inspire staff and improve care and there are many styles to choose from’, Nursing standard, 36(5), pp.40-43.Available at: https://rcni.com/nursing-standard/features/nursing-leadership-which- type -right-you-172026(Accessed 6 October 2022).

DuBose B.M. and Mayo A.M. (2020). Resistance to change: A concept analysis. Nursing Forum, 55(4), 631-636. doi:10.1111/nuf.12479.

Gopee, N. & Galloway, J. (2017) Leadership and Management in Healthcare. 3rd edn. London: Sage.

Northouse, P. (2018) Leadership: Theory and Practice. 8th edn. London: Sage.

Highly recommended Journal articles
Casey, M., McNamara, M., Fealy, G., & Geraghty, R. (2011) ‘Nurses’ and midwives’ clinical leadership development needs: A mixed methods study’, Journal of Advanced Nursing, 67(7), pp. 1502–1513.

Casey, M. (2011) ‘Interorganisational partnership arrangements: A new model for nursing and midwifery education’, Nurse Education Today, 31(3), pp. 304-308.

McAuliffe E., DeBrun A. & Cunningham U. (2019) Collective Leadership and Safety Cultures: Developing an alternative model of leadership for healthcare teams. International Journal of Integrated Care 19(S1)1-8.

Additional Reading
Afsar, B. and Umrani, W. A. (2020) 'Transformational leadership and innovative work behavior: The role of motivation to learn, task complexity and innovation climate', European journal of innovation management, 23(3), pp. 402-428.

Department of Health (2021) Statement of Strategy 2021 - 2023, Dublin: Department of Health. Available at: https://www.gov.ie/en/organisation-information/0fd9c-department-of-health-statement-of-strategy-2021-2023.

Health Information and Quality Authority (2021) Standards and Quality. Dublin: Health Information and Quality Authority. Available at: https://www.hiqa.ie/areas-we-work/standards-and-quality (Accessed: May 2022).

Health Service Executive Quality Improvement Division (2018) National Quality Improvement Team Annual Report 2018, Dublin: Care Quality Commission. Available at: https://www.hse.ie/eng/about/who/qid/resourcespublications/national-quality-improvement-annual-report-2018.pdf.

Health Service Executive (2021) Quality Improvement Knowledge and Skills Guide (2021), Supporting your QI journey. Dublin: National QI Team, Health Service Executive. Available at: https://www.hse.ie/eng/about/who/nqpsd/qps-education/full-document.pdf.

Peng, J., Li, M., Wang, Z. and Lin, Y. (2021) 'Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis', The Journal of Applied Behavioral Science, 57(3), pp. 369-397.

Health Service Executive (2022) Change & Innovation Hub. Available at: https://www.hse.ie/eng/staff/resources/changeguide/change-innovation-hub/ (Accessed: May).

National Health Service (2022) Quality, service improvement and redesign (QSIR) tools. London. Available at: https://www.england.nhs.uk/sustainableimprovement/qsir-programme/qsir-tools/ (Accessed: May).

February 2023
Name Role
Mrs Martha Elizabeth (Marlize) Barnard Lecturer / Co-Lecturer
Ms Marlize Barnard Lecturer / Co-Lecturer
Assoc Professor Mary Casey Lecturer / Co-Lecturer
Timetabling information is displayed only for guidance purposes, relates to the current Academic Year only and is subject to change.
Lecture Offering 1 Week(s) - Autumn: All Weeks Tues 09:00 - 10:50