ABSTRACT: There is a movement away from the leadership of an organisation being dominated by those who are in formal positions of authority and an acknowledgement that staff members at all levels of experience and qualification can be leaders within their own area of expertise. This article will outline four key leadership behaviours that frontline veterinary nurses may use to practise and develop leadership skills, potentially benefitting their own professional development, the practice team, the individual and ultimately the veterinary nursing profession.

Author

Helen Ballantyne PG Dip BSc (Hons) RN RVN

After graduating with a degree in Pharmacology in 2002, Helen qualified as a Registered Veterinary Nurse in 2005. She began a nine-year stint as a locum nurse working nationally and internationally, developing experience in referral medicine and surgery, charity practice, emergency nursing and exotics. During this time she spent five years on BVNA council in a variety of roles, culminating in her being awarded honorary membership in 2016.

In 2013 she qualified as a human-centred nurse. After two years working on intensive care, she moved to the transplant team supporting patient’s pre- and post-transplant. Currently she works at Addenbrookes Hospital, Cambridge on the Transplant High Dependency Unit.

Helen remains a RVN and has developed a strong interest in the principles of One Health and chairs the Veterinary Nursing Futures One Health Committee. She regularly lectures and writes about concepts and ways of working that may be shared between the professions to support clinical and professional practice. Her first textbook, on Veterinary Nursing Care Plans, was published earlier this year: She is currently working on an MSc in Healthcare Management.

Email: helen_ballantyne@yahoo.com

Keywords: Leadership; One Health; professional development; leadership skills; leadership behaviours; leadership theory

To cite this article: Veterinary Nursing Journal • VOL 34 (04) • April 2019 pp108-110 

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