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Article
Publication date: 1 December 2010

Kevin O'Neill, Avril Thomson, Minna Laitila, Eija Stengård, John Logan and Antero Lassila

Partnerships for public mental health are common. At a national and regional level, partnerships are frequently developed in order to co‐ordinate programmes to deliver public…

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Abstract

Partnerships for public mental health are common. At a national and regional level, partnerships are frequently developed in order to co‐ordinate programmes to deliver public health outcomes, such as tackling stigma (see me, 2010) or promoting recovery (Elament, 2010; Scottish Recovery Network, 2010). At a European level, public mental health partnerships commonly exist to enhance learning and knowledge exchanges commonly between countries. While these partnerships are valuable, there is an increasing recognition that public mental health programmes must be embedded, shaped and realised at a regional level. Thus regions are not ‘implementers’ of national public mental health policy, but instead should be recognised and empowered to inform policy and practice. This approach was taken in Scotland when the national programme for mental health was renewed through a highly devolved and participatory consultation process and publication of Towards a Mentally Flourishing Scotland (Scottish Government, 2009). Against this backdrop, we examine a different model of partnership working; regional‐level international collaborations. This case study explores 'FINLAN': a collaboration between Lanarkshire Mental Health Improvement Group in Scotland and The South Ostrobothnia Project in Finland.

Details

Journal of Public Mental Health, vol. 9 no. 4
Type: Research Article
ISSN: 1746-5729

Keywords

Available. Open Access. Open Access
Article
Publication date: 8 May 2023

Minna Hurmekoski, Arja Häggman-Laitila, Johanna Lammintakanen and Anja Terkamo-Moisio

This study aimed to describe nurse leaders’ experiences of remote leadership in health care sector.

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Abstract

Purpose

This study aimed to describe nurse leaders’ experiences of remote leadership in health care sector.

Design/methodology/approach

Semistructured interviews were conducted among nurse leaders (N = 12) between January and March 2022. All of the interviewees had experiences of remote leadership and worked as immediate – (n = 5) or middle-level (n = 7) leaders in health care organizations across four provinces in Finland. The collected data were analyzed by inductive content analysis.

Findings

The leaders had experienced a rapid transition to remote leadership and highlighted the need for guidelines and joint discussions with different stakeholders. The interviewees felt that working life has changed in the last two years and that remote leadership will now be a key part of leadership in health care. The leaders’ experiences highlighted how important trust is in remote leadership. Furthermore, the interviewees pointed out a need for face-to-face contact and described other good practices for remote leadership. Overseeing work-related well-being was also stressed as important in the remote context; however, the interviewees expressed a need for instructions and tools concerning the management of employee well-being. The sudden change to remote leadership was not only described as interesting but also challenging, which has affected the leaders’ work-related well-being. Support – both from the organization and other employees – was found to be crucial to health care leaders’ work-related well-being.

Originality/value

The current study complements the little-researched topic of remote leadership in the health care sector. The results provide insights that can be used to develop remote leadership and/or guide future research.

Details

Leadership in Health Services, vol. 36 no. 4
Type: Research Article
ISSN: 1751-1879

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