|کد مقاله||کد نشریه||سال انتشار||مقاله انگلیسی||ترجمه فارسی||نسخه تمام متن|
|2670323||1141270||2015||5 صفحه PDF||سفارش دهید||دانلود کنید|
Over the past 2 decades, the size and complexity of organizations have tended to increase.1 There has been consolidation of hospitals and associated services into larger entities. In some parts of the world, a continuum-of-care approach has been developed in which primary, secondary, and tertiary services work as an integrated system.2 Alongside these structural changes, the extended hierarchy of positions with direct linear reporting relationships has been replaced by matrix structures and advisory roles.1 These changes often require nurse leaders to be able to function in a more dynamic environment in which influence rather than direct managerial competencies is seen as an essential requirement of the nurse executive.
Journal: Nurse Leader - Volume 13, Issue 5, October 2015, Pages 31–35