{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,8,14]],"date-time":"2026-08-14T13:09:37Z","timestamp":1786712977551,"version":"build-2736575974"},"reference-count":35,"publisher":"Wiley","issue":"1","license":[{"start":{"date-parts":[[2026,1,8]],"date-time":"2026-01-08T00:00:00Z","timestamp":1767830400000},"content-version":"vor","delay-in-days":7,"URL":"http:\/\/creativecommons.org\/licenses\/by\/4.0\/"}],"funder":[{"DOI":"10.13039\/501100024027","name":"Vaasan yliopisto","doi-asserted-by":"publisher","id":[{"id":"10.13039\/501100024027","id-type":"DOI","asserted-by":"publisher"}]}],"content-domain":{"domain":["onlinelibrary.wiley.com"],"crossmark-restriction":true},"short-container-title":["Journal of Nursing Management"],"published-print":{"date-parts":[[2026,1]]},"abstract":"<jats:sec>\n                    <jats:title>Introduction<\/jats:title>\n                    <jats:p>While research on nursing leadership has grown, empirical studies specifically addressing e\u2010leadership in nursing remain scarce. Digitalization offers opportunities to enhance efficiency and flexibility but also necessitates careful management of interpersonal relationships and staff well\u2010being. E\u2010leadership in nursing requires strong interpersonal competencies, organizational support, targeted training, and clear policies, along with a balanced leadership approach. Notably, there is a lack of research on the state of e\u2010leadership in nursing in the postpandemic context.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Aim<\/jats:title>\n                    <jats:p>This study aims to explore the current state of Finnish nurse leaders\u2019 experiences with e\u2010leadership.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Methods<\/jats:title>\n                    <jats:p>A qualitative research design was employed, utilizing individual thematic interviews and inductive content analysis. Fourteen individual interviews were conducted. The Standards for Reporting Qualitative Research (SRQR) checklist guided the reporting process.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Results<\/jats:title>\n                    <jats:p>The analysis yielded three main categories: (1) E\u2010leadership in nursing is here to stay, (2) a lack of consistent e\u2010leadership practices in nursing, and (3) e\u2010leadership presents challenges for both nurse leaders and staff. Although e\u2010leadership remains under development and lacks clearly defined structures, both nurse leaders and staff demonstrate a willingness to adopt and implement this leadership model. However, organizational support has been insufficient, often leaving nurse leaders to independently develop solutions to the challenges they face.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Conclusion<\/jats:title>\n                    <jats:p>This study reinforces previous findings on e\u2010leadership in nursing while offering new insights into its current state. E\u2010leadership is a dynamic and evolving practice that requires a delicate balance between digital efficiency and human connection. Despite its challenges, e\u2010leadership presents significant opportunities for the nursing profession, including enhanced flexibility and improved work\u2013life balance.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Implications for Nursing Management<\/jats:title>\n                    <jats:p>The findings can inform the development of practical guidelines for implementing e\u2010leadership in nursing and healthcare settings.<\/jats:p>\n                  <\/jats:sec>","DOI":"10.1155\/jonm\/2583936","type":"journal-article","created":{"date-parts":[[2026,1,8]],"date-time":"2026-01-08T09:23:53Z","timestamp":1767864233000},"update-policy":"https:\/\/doi.org\/10.1002\/crossmark_policy","source":"Crossref","is-referenced-by-count":1,"title":["Nurse Leaders\u2019 Perceptions and Practices of E\u2010Leadership: A Qualitative Study"],"prefix":"10.1155","volume":"2026","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-4993-9807","authenticated-orcid":false,"given":"Vanesa","family":"Numanovic","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-6941-7969","authenticated-orcid":false,"given":"Harri","family":"Jalonen","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0009-0004-1963-2195","authenticated-orcid":false,"given":"Juha","family":"Lindell","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"311","published-online":{"date-parts":[[2026,1,8]]},"reference":[{"key":"e_1_2_11_1_2","doi-asserted-by":"publisher","DOI":"10.3389\/fpsyg.2020.590271"},{"key":"e_1_2_11_2_2","doi-asserted-by":"publisher","DOI":"10.3389\/fpsyg.2019.01938"},{"key":"e_1_2_11_3_2","doi-asserted-by":"publisher","DOI":"10.1177\/0020852316681446"},{"key":"e_1_2_11_4_2","doi-asserted-by":"publisher","DOI":"10.1007\/s10726-008-9142-x"},{"key":"e_1_2_11_5_2","doi-asserted-by":"publisher","DOI":"10.1016\/S0090-2616(02)00133-X"},{"key":"e_1_2_11_6_2","doi-asserted-by":"publisher","DOI":"10.1097\/JOM.0000000000002236"},{"key":"e_1_2_11_7_2","first-page":"312","article-title":"E-Leadership: Leading in a Virtual Environment\u2014Guiding Principles for Nurse Leaders","volume":"32","author":"Cowan L. 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