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Journal articles on the topic 'Leadership transition'

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Published: 4 June 2021

Last updated: 31 January 2023

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1

Pollack, Martha, and Henry Kautz. "AAAI Leadership Transition." AI Magazine 31, no. 2 (June 15, 2010): 7. http://dx.doi.org/10.1609/aimag.v31i2.2308.

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AAAI’s leadership underwent a major change in March of this year. Martha Pollack, who had been serving as AAAI president since July 2009 resigned her position, and Henry Kautz, who had been serving as AAAI president-elect assumed the duties and responsibilities of the president. As stipu- lated in the AAAI bylaws, Kautz will serve in this capacity until the 2010 AAAI annual business meeting, after which he will begin his full two-year term as president, starting one year ahead of schedule. In addi- tion, Eric Horvitz, who has already served one year as AAAI past president, has agreed to serve one addi- tional year so that the position will remain filled throughout Kautz’s tenure as president. An election will be held this year for the now-open position of president elect.

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2

Stano, Joseph F. "Transition of Leadership." Journal of Applied Rehabilitation Counseling 51, no. 1 (March 1, 2020): 2. http://dx.doi.org/10.1891/jarc-d-19-00023.

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3

Duckett, Jane. "China's Leadership Transition." Political Insight 3, no. 2 (August 23, 2012): 22–25. http://dx.doi.org/10.1111/j.2041-9066.2012.00108.x.

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4

Eva, Kevin W. "A leadership transition." Medical Education 44, no. 3 (March 2010): 220–21. http://dx.doi.org/10.1111/j.1365-2923.2009.03618.x.

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5

Ehrat, Karen S. "Leadership in Transition." JONA: The Journal of Nursing Administration 20, no. 10 (October 1990): 6???7. http://dx.doi.org/10.1097/00005110-199010000-00003.

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6

Stepan, Alfred. "Multiple but Complementary, Not Conflictual, Leaderships: The Tunisian Democratic Transition in Comparative Perspective." Daedalus 145, no. 3 (July 2016): 95–108. http://dx.doi.org/10.1162/daed_a_00400.

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Many classic studies of leadership focus on strong leadership in the singular. This essay focuses on effective leaderships in the plural. Some of the greatest failures of democratic transitions (Egypt, Syria, Libya) have multiple but highly conflictual leaderships. However, a key lesson in democratization theory is that successful democratic transitions often involve the formation of a powerful coalition, within the opposition, of one-time enemies. This was accomplished in Chile, Spain, and Indonesia. In greater detail, this essay examines Tunisia, the sole reasonably successful democratic transition of the Arab Spring. In all four cases, religious tensions had once figured prominently, yet were safely transcended by the actions of multiple leaders via mutual ideological and religious accommodations, negotiated socioeconomic pacts, and unprecedented political cooperation. A multiplicity of cooperating leaders, rather than a single “strong leader,” produced effective democratic leadership in Tunisia, Indonesia, Spain, and Chile.

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7

Marques-Quinteiro, Pedro, Hans van Dijk, David R. Peterson, Mladen Adamovic, Claudia Buengeler, and Catarina M. Santos. "A Model of Leadership Transitions in Teams." Group & Organization Management 47, no. 2 (March 24, 2022): 342–72. http://dx.doi.org/10.1177/10596011221082394.

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Teams with shared leadership arrangements are ubiquitous in twenty-first century organizations. Although transitions in leadership are a common and key feature of such teams, there is little insight into how and when leadership arrangements transition over time. Bridging the shared leadership and team adaptation literatures, we present a model of Leadership Transitions in Teams to describe the adaptive process through which teams intentionally modify the existing leadership arrangement. The basic assumption underlying this model is that leadership transitions occur when there is a mismatch between the team’s needs and its current leadership arrangement. Such a mismatch results from an anticipated or observed change. If it is anticipated, team members can democratically discuss and try out a new leadership arrangement, preventing mismatch and thus lowered team effectiveness. In contrast, if the mismatch has already occurred, teams are more likely to adopt a less democratic process—either a coalition-based or intervening-based process—to change the leadership arrangement in their team to counteract faltering team effectiveness. We propose that the ways in which leadership transition episodes can unfold and relate to team effectiveness will depend on the type (determined by the timing of the leadership transition episode in relation to the change), approach (determined by the extent to which there is consensus on if and how to change the leadership transition episode), and boundary conditions of leadership transition episodes. We advance an agenda for research on leadership transitions in teams and outline practical implications for teams with shared leadership structures.

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8

Ren, Shuang, Ngan Collins, and Chris Rowley. "Managerial leadership within Vietnam’s transition." Journal of General Management 46, no. 3 (April 2021): 197–209. http://dx.doi.org/10.1177/0306307020953799.

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Vietnam’s transition towards a market orientation has generated many changes in cultural values, competing demands and diverse expectations related to managerial leadership. This study makes a timely contribution to both theory and practice by exploring what makes effective leadership in the Vietnam’s context. Taking into account ‘universalistic’ and ‘contextual’ perspectives, this study addresses two research questions regarding the characteristics of indigenous leadership in Vietnam and its interaction with coexisting cultural values and norms in the country’s transition. These research questions were examined based on 48 qualitative interviews conducted across a broad spectrum of domestic-private, foreign-invested and state-owned companies. Study findings enrich the understanding of indigenous interpretations of the leadership phenomenon and provide support for context-specific examinations of general management leadership issues in transitional economies.

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Skott, Pia, and Elisabet Nihlfors. "Educational Leadership in Transition." Nordic Journal of Studies in Educational Policy 2015, no. 3 (January 2015): 30410. http://dx.doi.org/10.3402/nstep.v1.30410.

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10

Badger, William, Avi Wiezel, Peter H. Bopp, and Stretch Dunn. "Leadership Transition and Growth." International Journal of Construction Education and Research 6, no. 1 (March 5, 2010): 46–69. http://dx.doi.org/10.1080/15578770903355640.

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11

Petrock, Frank. "Planning the Leadership Transition." Journal of Business Strategy 11, no. 6 (June 1990): 14–16. http://dx.doi.org/10.1108/eb039383.

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12

McPhaden, Mike. "AGU Leadership Transition Begins." Eos, Transactions American Geophysical Union 95, no. 41 (October 14, 2014): 373. http://dx.doi.org/10.1002/2014eo410007.

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13

Reklaitis, G. V. Rex. "Journal leadership in transition." AIChE Journal 46, no. 11 (November 2000): 2122. http://dx.doi.org/10.1002/aic.690461104.

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14

Goldring, Ellen, Robert Crowson, David Laird, and Robert Berk. "Transition Leadership in a Shifting Policy Environment." Educational Evaluation and Policy Analysis 25, no. 4 (December 2003): 473–88. http://dx.doi.org/10.3102/01623737025004473.

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While transformational leadership has received much attention in recent years, the purpose of this article is to explicate the concept of transition leadership and its centrality to understanding policy implementation and school change through a case study of one district and its school principals, transitioning from court-ordered desegregation to unitary status. The article begins with a discussion of the concept of transition leadership and then examines school principals’ transitional leadership, that is, the process of helping to guide an organization’s response to a very significant change in citywide policy. Data reported in this article are based on a series of open-ended, in-depth interviews with a sample of the district’s elementary and middle school principals. Analyses suggest that transition leadership entails an unmaking of past policy while simultaneously remaking new policies and a heavy reliance on establishing a social fabric and sense of community. The conclusion calls for added attention to the balancing of continuity and change that may be necessary to the leadership of a policy transition.

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Vest, Tyler A., and Lindsey B. Amerine. "Considerations When Transitioning From Health-System Pharmacy Administration and Leadership Resident to Pharmacy Leader." Journal of Pharmacy Technology 38, no. 2 (February 21, 2022): 115–18. http://dx.doi.org/10.1177/87551225211051938.

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A key part to assimilating into an organization in a leadership role is managing transitions. Health-System Pharmacy Administration and Leadership (HSPAL) Residency Programs focus on laying the foundation for continued growth in management and leadership skills. This article focuses on keys for transitioning from HSPAL Pharmacy Resident to Pharmacy Leader. Managing transitions is and will continue to be an important topic for all leaders. As HSPAL Residents transition to new pharmacy leaders, understanding pharmacy practice building relationships, maintaining them, and having a thoughtful strategy through this transition will allow for a more complete understanding of the organization to navigate complexities, develop people, and complete projects and initiatives. While this article is specific to HSPAL residents, these concepts can apply to the transition to pharmacy leaders.

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16

Throop, William, and Matt Mayberry. "Leadership for the Sustainability Transition." Business and Society Review 122, no. 2 (June 2017): 221–50. http://dx.doi.org/10.1111/basr.12116.

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17

Parasher, Pradnya. "Navigating Leadership Transitions: Helping Leaders Successfully Transition into New Roles." NHRD Network Journal 10, no. 4 (October 2017): 72–80. http://dx.doi.org/10.1177/0974173920170414.

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18

Bond, Alan S., and Nicola Naughton. "The role of coaching in managing leadership transitions." International Coaching Psychology Review 6, no. 2 (September 2011): 165–79. http://dx.doi.org/10.53841/bpsicpr.2011.6.2.165.

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The transition into a new leadership role can be extremely challenging to navigate and is one where leadership transition coaching may benefit both the individual and the organisation. This paper reviews the literature on the nature of leadership transition coaching in the workplace. It highlights commonly reported leadership transition challenges and adopts an analytical approach that considers the strengths, weaknesses, opportunities and threats (SWOT) associated with using leadership transition coaching as a means of addressing these. The paper considers the benefits of leadership transition coaching, additional opportunities which may be facilitated by its implementation within organisations, possible limitations and impediments to its more widespread adoption and the means by which these may be overcome. Ultimately, successful leadership transition management practices which incorporate leadership transition coaching are summarised in the form of a suggested transition planning tool. The paper concludes that the on-going potential challenges to organisations, particularly in today’s economic climate, are in considering both the value to be gained in adopting some form of leadership transition coaching for their leadership appointments and the risks of ignoring this as a talent management tool.

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19

Cocklin, Barry, and Jane Wilkinson. "A Case Study of Leadership Transition." Educational Management Administration & Leadership 39, no. 6 (November 2011): 661–75. http://dx.doi.org/10.1177/1741143211416346.

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Few studies of school leadership succession document the processes of continuity and change, especially within situations where there has been a strong tradition of tenure of principal, within a ‘quality’ school. This article examines how a new principal with a commitment towards notions of Learning Community Schools, ‘quality’ teaching and leadership, followed on from a long-standing prior principal with a more hierarchical and ‘traditional’ approach to leadership. At the same time, the prior principal had engaged community, and effectively contributed to the considerable status of his school within the district. Hence, the article examines the processes by which the school continued to be effective, in major part due to a smooth leadership transition that acknowledged and built upon the strengths of both the former and incumbent principals. In short, a context of continuity and change in leadership succession. Accordingly, the research adds to a small body of literature in increasing our knowledge base about leadership succession in a context of stability and continuity, rather than crisis. It suggests how ‘quality schools’ may be maintained and nourished via positive transitions in school leadership, where tenure is extensive, and in contexts with strong community ties and historical involvement.

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20

LeChasseur, Kimberly. "Sustaining Community Partnership Across Transition in District Leadership." Journal of Cases in Educational Leadership 20, no. 3 (February 8, 2017): 3–17. http://dx.doi.org/10.1177/1555458916679207.

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This case of district turnover was developed as part of a project with state leaders and funders supporting local early education systems development. Understanding strategic and reactive activities during district leadership transition can be useful in assisting educators and their partners to prepare for sustainability. In this case, early education efforts supported by a district–community partnership, Childhood Advancing Partnership (CAP), were threatened by turnover of many central administration positions at the same time, shortly before an economic downturn. Due to strategic planning, hiring a supportive new superintendent, and organizing community support, the partnership with CAP was sustained across transitions within the district.

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21

Kamener, Dahliana, Norasekin Ab Rashid, and Daniati Puttri. "The Transition of Family Business Leadership:." Asia Proceedings of Social Sciences 2, no. 3 (December 2, 2018): 101–4. http://dx.doi.org/10.31580/apss.v2i3.305.

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The issue of succession is very important because the successful succession leads to the sustainability of a family businesses (Sharma & Dave, 2013). Generally, the family businesses are difficult to flourish and even many have bankrupt. Some family businesses are bound on the first generation and some have collapsed in the second generation. Literature shows that just 30 percent of family businesses can be passed along to the second generation, and 70 percent fail after first generation step down because there are no preparation for succession and inability of the next generation to control and run the company (Aronoff, (2004). The study purposed to examine six hypotheses and the result showed the succession planning, non-family leadership, and decision making authority unsignificantly affect on the succession of the family business. Nevertheless, founder's influence, successor and strategic planning variable affect significantly to the success of family business succession at Padang city, West Sumatera.

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22

Moggré, Maarten, Monica den Boer, and Nicholas R. Fyfe. "Police Leadership in Times of Transition." Policing: A Journal of Policy and Practice 12, no. 4 (July 27, 2017): 388–97. http://dx.doi.org/10.1093/police/pax041.

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23

Carlezon, William A. "Neuropsychopharmacology: The 2013 Transition in Leadership." Neuropsychopharmacology 38, no. 2 (December 18, 2012): 257–58. http://dx.doi.org/10.1038/npp.2012.206.

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24

Tindigarukayo, Jimmy K. "Uganda, 1979–85: Leadership in Transition." Journal of Modern African Studies 26, no. 4 (December 1988): 607–22. http://dx.doi.org/10.1017/s0022278x00015408.

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After a period of preoccupation with the study of the military in post-colonial states, some scholars have begun to turn their attention to the analysis of politics in post-military states in the Third World.1 This shift, however, has had a considerable impact on perceptions of the traditional rigid dichotomy between military and civilian régimes. In particular, there is increasing scepticism about the ability of the latter to restore political order, to establish the supremacy of civil institutions over the armed forces, and to acquire popular legitimacy. There seems little doubt that the pre-eminence of the soldiers, and their ability to dictate the degree of participation in politics, has continued to persist in a number of African countries, thereby producing systems of government that are a mixture rather than a clear manifestation of either a military or a civilian régime.

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25

Liu, Guoli. "Leadership transition and Chinese foreign polic." Journal of Chinese Political Science 8, no. 1-2 (September 2003): 101–17. http://dx.doi.org/10.1007/bf02876952.

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26

Wang, Shaomeng, and Gunda I. Georg. "Transition in Leadership: Opportunities and Challenges." Journal of Medicinal Chemistry 55, no. 1 (December 22, 2011): 1. http://dx.doi.org/10.1021/jm201695q.

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27

Harper, HJ, CE Hodge, GM Cox, and MW Woolfolk. "African-American women: leadership in transition." Journal of Dental Education 63, no. 3 (March 1999): 281–87. http://dx.doi.org/10.1002/j.0022-0337.1999.63.3.tb03278.x.

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28

Manderscheid, Steven V., and Alexandre Ardichvili. "A conceptual model for leadership transition." Performance Improvement Quarterly 20, no. 3-4 (2008): 113–29. http://dx.doi.org/10.1002/piq.20006.

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29

Tanoukhi and Mazrui. "Arab Spring and the Future of Leadership in North Africa." Transition, no. 106 (2011): 148. http://dx.doi.org/10.2979/transition.106a.148.

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30

Bryden, John, Eric Silverman, and Simon T. Powers. "Modelling transitions between egalitarian, dynamic leader and absolutist power structures." PLOS ONE 17, no. 2 (February 14, 2022): e0263665. http://dx.doi.org/10.1371/journal.pone.0263665.

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Human groups show a variety of leadership dynamics ranging from egalitarian groups with no leader, to groups with changing leaders, to absolutist groups with a single long-term leader. Here, we model transitions between these different phases of leadership dynamics, investigating the role of inequalities in relationships between individuals. Our results demonstrate a novel riches-to-rags class of leadership dynamics where a leader can be replaced by a new individual. We note that the transition between the three different phases of leadership dynamics resembles transitions in leadership dynamics during the Neolithic period of human history. We argue how technological developments, such as food storage and/or weapons which allow one individual to control large quantities of resources, would mean that relationships became more unequal. In general terms, we provide a model of how individual relationships can affect leadership dynamics and structures.

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31

Mtwisha, Linda, Jose Jackson, Alison Mitchel, Ama de-Graft Aikins, Harriet Kebirungi, Karim Outtara, and Clare Viney. "Early- and mid-career transition to research leadership in Africa." Wellcome Open Research 6 (April 7, 2021): 74. http://dx.doi.org/10.12688/wellcomeopenres.16540.1.

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This article examines the early-and mid-career transition to research leadership in Africa. Much of the available African literature on research leadership indicate several challenges related to poor conceptualisations of career transitions and gaps in the availability of research training. Qualitative data were collected using individual interviews (n=24) and focus groups (n=27) to identify key transition points of early career researchers (ECRs) and mid-career researchers (MCRs) in selected African countries. The qualitative data was complemented with quantitative survey questionnaires (n=250) and a triangulation approach was adopted to analyse the results. The findings were themed into different categories describing the common career paths, stages and challenges of research leaders. The latter part of the findings present a discussion on development approaches to attract and retain researchers in African universities. By focusing on the African continent, this study contributes to the current body of literature on research leadership in the Global South.

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32

Hamilton, Mary P. "Similar Transition." Nursing Management (Springhouse) 17, no. 4 (April 1986): 14. http://dx.doi.org/10.1097/00006247-198604000-00002.

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33

Ren, Shuang, and Ying Zhu. "Making sense of business leadership vis-à-vis China’s reform and transition." Leadership & Organization Development Journal 36, no. 7 (September 7, 2015): 867–84. http://dx.doi.org/10.1108/lodj-03-2014-0047.

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Purpose – The purpose of this paper is to explore the contemporary paradigm of business leadership vis-à-vis China’s reform and transitional context. Design/methodology/approach – The paper employs an evidence-based approach to explore the business leadership issues influenced by economic reform and within the context of societal transition in China. A qualitative research method was adopted based on in-depth interviews with a number of middle managers from a variety of Chinese enterprises, including state-owned, domestic-private and foreign-invested enterprises. Content analysis of several rounds of interviews added depth to the data analysis. Findings – The findings complement existing thoughts and illustrate concepts, issues, and characteristics not yet emphasized in mainstream literature. General patterns and associated characteristics of business leadership in China, as well as specific patterns associated with different forms of enterprise ownerships, are identified. Research limitations/implications – The study makes a timely and necessary contribution that enriches context-specific understandings of business leadership against the backdrop of surrounding economic, social, and cultural changes. Practical implications – The study enriches understandings of commonalities and differences in leadership across the globe, facilitating working collaboratively to achieve common goals in a global community. Originality/value – The study offers new insights into business leadership by linking contextual, personal, and cognitional factors together and demonstrates some unique characteristics of leadership styles in transitional economies like China.

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34

Scott, Corrie. "African Canadian leadership: continuity, transition, and transformation." Ethnic and Racial Studies 44, no. 13 (February 3, 2021): 2494–96. http://dx.doi.org/10.1080/01419870.2021.1880611.

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35

Schroeder, Thomas. "Are You Ready for a Leadership Transition?" Major Gifts Report 22, no. 5 (April 6, 2020): 8. http://dx.doi.org/10.1002/mgr.31479.

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36

Becker, Wendy S., W. Mark Dale, and Edward J. Pavur. "Forensic Science in Transition: Critical Leadership Challenges." Forensic Science Policy & Management: An International Journal 1, no. 4 (March 16, 2010): 214–23. http://dx.doi.org/10.1080/19409044.2010.508507.

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37

Cairns, Ann. "Leadership Gathering Marks Historic Transition at AGU." Eos, Transactions American Geophysical Union 91, no. 24 (June 15, 2010): 216. http://dx.doi.org/10.1029/2010eo240006.

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38

Rodan, Garry. "Singapore in 2004: Long-Awaited Leadership Transition." Asian Survey 45, no. 1 (January 2005): 140–45. http://dx.doi.org/10.1525/as.2005.45.1.140.

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With strong economic recovery, Goh Chok Tong decided the time was right for the long-anticipated handover of Singapore's prime ministership to Lee Hsien Loong. In foreign relations, the earlier leadership change in Malaysia fostered improved bilateral ties, but a visit by Lee to Taiwan generated friction with Chinese authorities.

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39

Pipe, Teri. "Create a Clearing Preparing for Leadership Transition." Nurse Leader 16, no. 5 (October 2018): 295–99. http://dx.doi.org/10.1016/j.mnl.2018.07.005.

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40

Ehrat, Karen S. "Leadership Transition in the Age of Paradox." Journal of Nursing Administration 26, no. 1 (January 1996): 11–13. http://dx.doi.org/10.1097/00005110-199601000-00004.

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41

Scott, Geoff. "Short Report: Reflections on leadership in transition." Focus on Health Professional Education: A Multi-Professional Journal 18, no. 3 (November 27, 2017): 10. http://dx.doi.org/10.11157/fohpe.v18i3.245.

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42

Oddis, Joseph A. "Providing leadership in a time of transition." American Journal of Health-System Pharmacy 54, no. 16 (August 15, 1997): 1873–76. http://dx.doi.org/10.1093/ajhp/54.16.1873.

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43

Ponti, Mary-Anne D. "Transition From Leadership Development to Succession Management." Nursing Administration Quarterly 33, no. 2 (April 2009): 125–41. http://dx.doi.org/10.1097/naq.0b013e3181a10cc6.

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Souba, Wiley W. "Taking a New Job—The Leadership Transition." Journal of Surgical Research 92, no. 2 (August 2000): 143–49. http://dx.doi.org/10.1006/jsre.2000.5965.

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Starr, Joshua P. "On Leadership: A solid transition process helps new leaders chart a clear course forward." Phi Delta Kappan 104, no. 1 (August 29, 2022): 58–59. http://dx.doi.org/10.1177/00317217221123652.

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As new school leaders take over the district’s top jobs this fall, they and their communities face transitions. Joshua P. Starr explains that too many leaders focus on entry and fail to engage in a thoughtful and comprehensive transition process. Transition isn’t just about change; it’s also about loss. Organizational transition is about how people respond to these changed circumstances. Even if people are ready and eager to embrace the new beginning, they still lose their old way of doing business. For those who resist the new or are just unsure of what it means for them, their sense of loss can manifest in active opposition to a leader’s new ideas. A good transition process involves the creation of a transition team with committees made up of administrators, teachers, parents, students, and community members, who will be more likely to support plans that come from their work.

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46

Hulender, Kelmar, and Putkei Zeppanos. "Management Leadership Transition From Covid Period to New Normal." International Journal Papier Public Review 2, no. 4 (December 22, 2021): 99–105. http://dx.doi.org/10.47667/ijppr.v2i4.127.

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The purpose of this article is to find out the condition of the management leadership transition from the Covid period to the New Normal. The leadership model needed in times of crisis is a specific leadership model, because crisis conditions can separate effective leaders from ineffective leaders so that the handling of crisis conditions will also only be effectively carried out by leaders with a certain set of qualifications and characteristics. It takes expertise in management leadership so that it can survive in crisis conditions.

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47

Gardner-McTaggart, Alexander. "International schools: leadership reviewed." Journal of Research in International Education 17, no. 2 (August 2018): 148–63. http://dx.doi.org/10.1177/1475240918793955.

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This article provides a systematic review of research on leadership in international schools, though not focusing on International Baccalaureate schools which are the focus of a separate paper. International schools are autonomous, private bodies that cater to the globally advantaged. Accordingly, this literature review views them and their leadership through the Bourdieusian concept of distinction. Educational leaders in this context face considerable complexities. International schools thrive on the distinction they confer, it being intrinsic to these schools’ identity. International schools can be understood as existing on a matrix, or spectrum, between conceptions of international and global; equitable and market-place. The review finds that international schools experience considerable unhelpful change and transition, where consistency is highly prized yet difficult to achieve. Along with tensions between their equitable and market orientation, transition emerges as the most significant challenge facing educational leaders in this context.

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48

ILIE, Cornelia. "Discourses of leadership changeorchanges of leadership discourse?" Journal of Economic Development, Environment and People 6, no. 4 (December 23, 2017): 6. http://dx.doi.org/10.26458/jedep.v6i4.560.

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The present study focuses on the discursively performed leadership during periods of transition and change in the context of competition-driven organizations. It explores discourses of leadership in a diachronic perspective, scrutinising the ways in which they construct and re-construct corporate and culture-related identities. Drawing on interviews and press conferences with several CEOs of two multinational companies, Nokia (Finland) and Ericsson (Sweden), an investigation of the challenges of leadership branding was carried out in a discourse-analytical and pragma-rhetorical perspective. Particular emphasis has been placed on systematically comparing the presentations in letters to employees by the CEOs of Nokia and Ericsson. This comparative study provides evidence for the internal and external challenges underlying leadership discursive construction and re-construction aimed at ensuring a consistent interconnectedness between a company’s values and its competitive qualities.

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49

Smith, Audris D., and Judith Treschuk. "Disconnects and Silos in Transitional Care: Single-Case Study of Model Implementation in Home Health Care." Home Health Care Management & Practice 30, no. 3 (March 22, 2018): 130–39. http://dx.doi.org/10.1177/1084822318765737.

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Transitional care incorporates actions to ensure the coordination and continuity of care between provider settings (ie, hospitals, nursing homes, home health care, patients’ home, and physician offices) occurs to meet the patient’s goals relative to their disease management. The evolution of transitional care over the past decade has facilitated the emergence of several transitional care models. However, there is a dearth of understanding related to the collaboration between nurse transition coaches and home care nurses when implementing transitional care model activities to achieve desired patient outcomes in the home health care setting. This case study describes the enactment of a specific transitional care model’s conceptual framework to derive an in-depth understanding of the collaborations between nurse transition coaches and home health nurses in the unique context of home health care. The case is a specific patient-centered Care Transitions Intervention (CTI) model with 4 embedded subunits: (1) the experiences and actions of the nurse transitions coach, (2) the experiences and actions of the home health nurse, (3) document and artifacts review, and (4) the experiences and observations of key leadership stakeholders involved in transitional care activities in one home health care organization located in Michigan.

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Lyman, Beth, and Lorraine Linford. "Enteral device transition." Nursing Management 51, no. 6 (June 2020): 7–8. http://dx.doi.org/10.1097/01.numa.0000662688.67722.2c.

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