| Author/aim | Study design | Setting | Leadership frameworks/ strategies | Outcomes | Data source |
| Jeon et al. (2015). Aim: Determining the legitimacy of the clinical leadership framework | A Delphi method | Residential aged care facilities in rural and metropolitan settings | Clinical Leadership Qualities Framework. | After the consultation, the suitability and face validity of the leadership framework was established. | Survey on Sixty-nine experts in aged care facilities |
| Twigg & McCullough (2014). Aim: To identify strategies in the literature supporting nurse retention through enhancement of positive work environments | Literature review |
| Creating a positive work environment | Strategies creating conducive work environment include; staff empowerment, shared governance structure, staff independence, leadership support, and skill mix and organizational relationships | Medline, and ProQuest databases |
| Shield et al. (2014). Aim: understanding the process and reasons for promoting culture change (CC) practices | Survey | 4149 United States NHS | Promoting cultural change practices | Reasons for affecting CC practices vary; strategies for implementing CC practices are different; NHS consider staff mix when implementing the practices; enactment of changes is challenging, and strategies for change are tailored to the challenges encountered; training and effective communication are vital; staff leadership is key to enacting changes. | NH Directors of Nursing (DONs) and Administrators (NHAs) |
| Shier et al. (2014) Aim: to find out ways of promoting cultural changes in organizations | A comprehensive review of peer-reviewed and grey literature |
| Promoting cultural changes | Close relationships, staff support, appreciation, staff training | Online databases |
| Prgomet et al. (2017) Aim: to study front line workers and their perceptions on altering policy landscape | Survey | Australian aged care organization | Promoting policy changes | Altering policy landscape enhances communication; facilitates front line commitment; enhances management of organizational changes | Care workers and six case managers |
| Ouyang et al. (2015). Aim: to explore the effect of psychological empowerment and organizational commitment. | Survey | Tertiary hospitals in China | Promoting organizational commitment | Nurse satisfaction is influenced by psychological empowerment. Organizational commitment promotes the implementation of new initiatives. | A questionnaire filled by 726 nurses from tertiary hospitals |
| Oliver et al. (2014). Aim: describing perceptions of structural empowerment | Survey | The large healthcare system in the North-eastern United States | Promoting organizational empowerment | Structural empowerment comes to a result of staff support, formal power, and informal power. | Interview with Clinical nurse managers |
| Van der Voet (2014) Aim: examining efficiency as well as specificity of change management | Survey | Dutch public organization | Fostering organizational changes | The leadership role is important during organizational change | Interviews |
| Bennett et al., (2014). Aim: exploring perspectives of mealtime management | Survey | Five Residential aged care facilities | Embracing policy changes | Limited consideration of meal times in policy is a barrier in mealtime management. | Interviews |