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Cited by 3Interprofessional Education and CollaborationNursing education and managementNursing Education, Practice, and Leadership

Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review

Open access
Kamppila, Hanna, Czabanowska, Katarzyna, Kämäräinen, Petra, Younas, Ahtisham, Kvist, Tarja·2026·Journal of Advanced Nursing
DOI 10.1111/jan.70543
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Abstract

Aim: To identify and synthesise qualitative and quantitative evidence of nurse managers' qualities, practices and styles related to leading nurses' interprofessional collaboration. Design: Mixed‐methods systematic review. Methods: Two authors independently selected studies based on predefined inclusion criteria, assessed quality and extracted data. A thematic synthesis with a convergent qualitative design was used. Data Sources: CINAHL, PubMed and Scopus were searched from January 1, 2010, to September 7, 2025. Citations of relevant articles were screened. Results: A total of 32 articles were included. The analysis revealed two leadership core qualities, five core practices, and three core styles of nurse managers that promote nurses' interprofessional collaboration. Core qualities were proficiency and mindset. Core practices comprised empowering, communicating and informing, commitment to interprofessional collaboration, creating possibilities, and establishing an enhancing atmosphere. Core styles included authentic, transformational, and transactional leadership styles. Conclusion: The results reflect the situational nature of nursing leadership related to interprofessional collaboration. Successful leadership requires managers to adopt primarily a transformational leadership style, yet more traditional leadership is required occasionally. Results indicate that nursing leadership is foremost a process that evolves within its context. Implications for the Profession and/or Patient Care: Greater clarity on how leadership influences nurses' interprofessional collaboration supports leaders, organisations, and educational institutions in developing and sustaining effective leadership. Impact: This review demonstrates that the quality of nursing leadership is a central factor for successful interprofessional collaboration. Reporting Method: The PRISMA guidelines for Systematic Reviews and Meta‐Analysis were used. Patient or Public Contribution: This study did not include patient or public involvement in its design, conduct or reporting.

AI snapshot

Written from the paper’s full text.

TL;DR

This mixed-methods systematic review synthesises evidence on frontline nurse managers’ qualities, practices and styles for leading nurses’ interprofessional collaboration (IPC). It identifies two core qualities, five core practices and three leadership styles, while noting limited quantitative evidence, few longitudinal studies and almost no family-nursing context.

Key findings

  • Two core leadership qualities emerged: proficiency (problem-solving and mediation skills) and mindset (holistic perspective, seeing employees as team members, openness, positive attitude toward IPC). Five core practices emerged: empowering, communicating and informing, commitment to IPC, creating possibilities, and establishing an enhancing atmosphere.
  • Three leadership styles were identified from quantitative evidence: authentic, transformational and transactional. Quantitative findings included empowering behaviour associated with IPC (β = 0.39; Cziraki et al. 2020); authentic leadership as a significant independent predictor of IPC (Adjusted R² = 0.452, F = 59.40, p < 0.001; Regan et al. 2016); transformational leadership and team climate predicting team-member satisfaction (F = 29.12, p < 0.005; Espinoza et al. 2018); and team culture correlating with transformational leadership (0.416, p < 0.001) and transactional leadership (0.185, p < 0.05; Vatnøy et al. 2022).
  • The final review included 32 articles: 23 qualitative, 5 quantitative and 4 mixed-methods. Contexts were hospital wards (n = 14), nursing homes (n = 5), primary care (n = 5), emergency services (n = 1), and unspecified or diverse (n = 7). Only one study was in family nursing, so the review addressed only research question 1.
  • Quality appraisal scores were 70%–100% for qualitative studies, 62.5%–87.5% for quantitative studies, and 60%–80% for mixed-methods studies; one qualitative study was excluded for meeting less than 50% of criteria.

Methods

  • Mixed-methods systematic review using a convergent qualitative design and thematic synthesis; protocol registered in PROSPERO (CRD42024598831) and reported per PRISMA.
  • Searches were run on September 7, 2025 in CINAHL, PubMed and Scopus for English-language studies published January 1, 2010 to September 7, 2025. The search generated 8,433 hits; after removing 4,089 duplicates, 4,344 records were screened, 96 full texts assessed, 70 excluded, 26 included from databases, plus 7 from citation searching, giving 33 articles before one was excluded for poor quality and 32 included in the final review.
  • Two researchers independently selected studies, assessed quality using JBI checklists and MMAT, and extracted data; thematic synthesis involved qualitising quantitative data, generating 27 codes, 10 descriptive themes, and analytical themes of leadership qualities, practices and styles.

Limitations

  • Stated: relevant studies may have been omitted; the search was limited to English-language publications and grey literature was not searched; the analysis did not distinguish between different nursing contexts; some included studies used secondary analysis and two original articles used the same datasets; the first author works as a frontline nurse manager in primary care, which may have influenced interpretation.
  • Evident from the text: most included studies were qualitative with relatively small sample sizes, and all settings were cross-sectional except one (Verbeek et al. 2024); quantitative studies focused only on authentic, transformational and transactional leadership styles; only one study was conducted in family nursing, so the secondary aim concerning family nursing was not addressed separately.

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Integrity signals

Registry

Crossref · 10.1111/jan.70543

Cites

53 of 53 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

98 of 286 cited sources checked · 67 supported · 0 flagged · accuracy not yet measured

  • Findingcitation

    The sub-practice of joint decision-making is featured with active listening.

    “The sub-practice of joint decision-making (Dickson et al. 2020;Wei et al. 2020) is featured with active listening (Cordeiro Trajano et al. 2017).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Cordeiro Trajano et al. 2017 source

      The available Resumo describes interpersonal relationships and teamwork in the surgical unit, but does not mention active listening. Searches for “active listening” and “escuta ativa” returned no passage establishing that connection; the retrieved text is chiefly the article’s landing page and references, so the claim cannot be verified from our copy. (LLM, conf=0.68)

      Experimental — accuracy not yet measured
  • Findingcitation

    Managers' sub-practice of initiating and encouraging IPC was actualized by encouraging dialogue.

    “Managers' sub-practice of initiating and encouraging IPC was actualized by facilitating participation of different disciplines in patient care (Costa et al. 2014), encouraging dialogue (Hjertstrøm et al. 2018), especially in situations where representatives of other disciplines were perceived as intimidating (Clark and Greenawald 2013).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Hjertstrøm et al. 2018 source
  • Findingcitation

    Managers saw that different professionals are needed for patients' holistic care.

    “Managers also saw that different professionals are needed for patients' holistic care (Malapela 2024).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Malapela 2024 source
  • Findingcitation

    Managers demonstrated their holistic perspective by being flexible in their own opinions for the sake of the collective good.

    “Managers demonstrated their holistic perspective by having an updated overview of services and resources (Dickson et al. 2020) and by being flexible in their own opinions for the sake of the collective good (Folkman et al. 2019).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Folkman et al. 2019 source
  • Findingcitation

    Managers' sub-practice of initiating and encouraging IPC was actualized by facilitating participation of different disciplines in patient care.

    “Managers' sub-practice of initiating and encouraging IPC was actualized by facilitating participation of different disciplines in patient care (Costa et al. 2014), encouraging dialogue (Hjertstrøm et al. 2018), especially in situations where representatives of other disciplines were perceived as intimidating (Clark and Greenawald 2013).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Costa et al. 2014 source
  • Classified as probably not a substantial claim. 88
  • May combine two claims. 67
  • The quote only partly states this claim. 7

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Premisecitation

    Nurses must engage in interprofessional collaboration (IPC), as their role requires collaboration across sectors, sharing of best practices and ongoing engagement with stakeholders, patients, families and professionals.

    “Nurses must engage in IPC, as their role requires collaboration across sectors, sharing of best practices and ongoing engagement with stakeholders, patients, families and professionals (Dellafiore et al. 2022;WHO 2025b).”
    Quote in the paperNot a substantial claim1 of 2 sources checked
    • cites Dellafiore et al. 2022 source

      The Results (section 3; page unavailable) say family and community nurses must collaborate with other healthcare providers, work in multidisciplinary teams, and address the needs of patients and families. The review concerns this nursing role rather than nurses generally, and it calls for care based on best practice but does not establish that nurses must share best practices across sectors or maintain ongoing engagement with all the listed stakeholders. (LLM, conf=0.86)

      Experimental — accuracy not yet measured
    • cites WHO 2025b

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductcitation

    Reporting of the review follows the PRISMA checklist.

    “Reporting of the review follows the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) checklist (Page et al. 2021; Table S1).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Page et al. 2021 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductcitation

    Cohen's kappa indicated inter-rater reliability corresponding to the category of highest agreement.

    “Cohen's kappa was calculated (Table 2), indicating inter-rater reliability corresponding to the category of highest agreement (McHugh 2012).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites McHugh 2012 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Leaders and managers can enhance and develop their skills, knowledge, confidence and attitudes toward IPC by engaging in interprofessional teamwork, collaborative learning and simulation.

    “Bornman and Louw (2023) found that leaders and managers can enhance and develop their skills, knowledge, confidence and attitudes toward IPC by engaging in interprofessional teamwork, collaborative learning and simulation.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Bornman and Louw 2023 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement.

    “In conclusion, the study states that effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Smith et al. 2018 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    Effective operational governance and management are central support mechanisms for interprofessional teams, resulting in team commitment, trust, and capability to deliver effective IPC.

    “A recent review by O'Donnell et al. (2025) identified effective operational governance and management as central support mechanisms for interprofessional teams, resulting in team commitment, trust, and capability to deliver effective IPC.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites O'Donnell et al. 2025 source

  • Classified as probably not a substantial claim.

    Premisecitation

    At the team level, effective leadership plays a pivotal role in enhancing IPC through actions such as championing collaboration, articulating a shared vision and goals, minimising conflicts, and valuing the contributions of all team members.

    “Their findings indicate that, at the team level, effective leadership plays a pivotal role in enhancing IPC through actions such as championing collaboration, articulating a shared vision and goals, minimising conflicts, and valuing the contributions of all team members.”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Mulvale et al. 2016 source

      The Conclusion lists championing collaboration, setting a common vision and goals, minimising conflict, and valuing team members’ contributions as actions that can improve collaboration at the team level. The Discussion also says a team champion or facilitator can focus improvement efforts. But the paper attributes the full set of actions to team processes and structure, not specifically to effective leadership, so the leadership framing goes beyond its findings. (LLM, conf=0.85)

      Experimental — accuracy not yet measured

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    Four of the studies were mixed-methods.

    “Four of the studies were mixed-methods (Espinoza et al. 2018;Pfaff, Baxter, Jack, and Ploeg 2014;Pfaff, Baxter, Ploeg, and Jack 2014;Verbeek et al. 2024).”
    Quote in the paperNot a substantial claim1 of 3 sources checked
    • cites Espinoza et al. 2018 source
    • cites Pfaff, Baxter, Jack, and Ploeg 2014 source
    • cites Pfaff, Baxter, Ploeg, and Jack 2014 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation

    The core practice of communicating and informing includes defining a vision.

    “defining a vision (Al Sayah et al. 2014;Costa et al. 2014;Espinoza et al. 2018)”
    Quote in the paperNot a substantial claim1 of 3 sources checked
    • cites Al Sayah et al. 2014 source
    • cites Costa et al. 2014 source
    • cites Espinoza et al. 2018 source

      Queued — the background check reaches it, usually within a day.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation

    Employees expected that their manager would share a meaningful vision of work.

    “Employees expected that their manager would share a meaningful vision of work (Espinoza et al. 2018).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Espinoza et al. 2018 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation

    The sub-practice of proactivity consisted of actively supporting the teams' mission.

    “The sub-practice of proactivity consisted of actively supporting the teams' mission (Costa et al. 2014)”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Costa et al. 2014 source

      In Results > Facilitators of Interprofessional Collaboration (Leadership; page not provided), the paper says leaders actively supported the mission. It identifies this as a feature of leadership, not as a sub-practice of proactivity. (LLM, conf=0.87)

      Experimental — accuracy not yet measured

  • May combine two claims.

    Findingcitation

    The sub-practice of creating time and structures for IPC was put into practice by formalisation and standardisation of customs, coordination of services, adjustment of employees' access to information, and formulation of procedures and definitions of each professional's tasks and responsibilities.

    “The sub-practice of creating time and structures for IPC was put into practice by formalisation and standardisation of customs that improve IPC (Costa et al. 2014;Pursio et al. 2023), coordination of services (Ika et al. 2019), adjustment of employees' access to information (Folkman et al. 2019), and formulation of procedures and definitions of each professional's tasks and responsibilities (Hjert”
    Quote in the paperSubstantial claim1 of 3 sources checked
    • cites Costa et al. 2014 source
    • cites Pursio et al. 2023 source
    • cites Ika et al. 2019 source

  • May combine two claims.

    Findingcitation

    The sub-practice of creating and maintaining a working environment consisted of respect toward co-workers, building a caring culture, and creating a conducive working environment through positive thinking, maintaining attitude and harmony, and keeping employees feeling comfortable.

    “The sub-practice of creating and maintaining a working environment consisted of respect toward co-workers (Cordeiro Trajano et al. 2017), building a caring culture (Wei et al. 2020), and creating a conducive working environment through positive thinking, maintaining attitude and harmony, and keeping employees feeling comfortable (Ika et al. 2019).”
    Quote in the paperNot a substantial claim1 of 3 sources checked
    • cites Cordeiro Trajano et al. 2017 source

      Split into 2 atoms — 0 confirmed, 1 partially supported, 0 disputed, 0 misattributed, 1 unverifiable. Expand the claim to see per-atom verdicts.

      Experimental — accuracy not yet measured
    • cites Wei et al. 2020 source
    • cites Ika et al. 2019 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingcitation

    The core practice of establishing an enhancing atmosphere consists of creating and maintaining a working environment, fostering patient-centred care, and maintaining a positive perception of the nursing profession.

    “This core practice consists of the following sub-practices: creating and maintaining a working environment (Cordeiro Trajano et al. 2017;Ika et al. 2019;Klarare et al. 2013;Nazari et al. 2018;Rioux-Dubois and Perron 2023;Wei et al. 2020), fostering patient-centred care (Costa et al. 2014;Folkman et al. 2019;Malapela 2024), and maintaining a positive perception of the nursing profession (Cordeiro”
    Quote in the paperNot a substantial claim1 of 3 sources checked
    • cites Cordeiro Trajano et al. 2017 source

      The paper’s Resumo describes practices that strengthen interpersonal relationships and says attention to those relationships can help secure teamwork in a harmonious surgical-unit environment. This supports the working-environment part attributed to Cordeiro Trajano et al., but the available passage does not address maintaining a positive perception of the nursing profession or identify the proposed three-part framework. (LLM, conf=0.78)

      Experimental — accuracy not yet measured
    • cites Ika et al. 2019 source
    • cites Klarare et al. 2013 source

  • May combine two claims.

    Findingcitation

    Managers supported local champions and informal IPC leaders, created time for learning and working together, required support from the multidisciplinary team, and facilitated strengths and weaknesses of each professional group.

    “Managers also supported local champions and informal IPC leaders (Costa et al. 2014;Espinoza et al. 2018), created time for learning (Aagaard et al. 2020) and working together (Verbeek et al. 2024), required support from the multidisciplinary team (Malapela 2024), and facilitated strengths and weaknesses of each professional group (Folkman et al. 2019).”
    Quote in the paperSubstantial claim1 of 3 sources checked
    • cites Costa et al. 2014 source
    • cites Espinoza et al. 2018 source

      Queued — the background check reaches it, usually within a day.

    • cites Aagaard et al. 2020 source

  • May combine two claims.

    Findingcitation

    Interprofessional team culture correlates with transactional and transformational leadership styles, where the most important predictor of variance in team culture was transformational leadership.

    “Interprofessional team culture correlates with transactional and transformational leadership styles, where the most important predictor of variance in team culture was transformational leadership (Vatnøy et al. 2022).”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Vatnøy et al. 2022 source

  • May combine two claims.

    Findingcitation

    The sub-practice of maintaining a positive perception of the nursing profession was implemented by enhancing the meaning of nursing, emphasising the equal role of nurses compared with other professionals, and ensuring a positive impression of the profession.

    “The sub-practice of maintaining a positive perception of the nursing profession was implemented by enhancing the meaning of nursing (Cordeiro Trajano et al. 2017), emphasising the equal role of nurses compared with other professionals (Pursio et al. 2023), and ensuring a positive impression of the profession (Ika et al. 2019).”
    Quote in the paperNot a substantial claim1 of 3 sources checked
    • cites Cordeiro Trajano et al. 2017 source

      The citation is attached specifically to “enhancing the meaning of nursing,” not to the other two practices in the sentence. I searched our indexed copy for that phrase and Portuguese equivalents concerning the profession’s meaning and value; the returned passages contain no discussion of that practice. The available passages are page metadata, references, and a summary rather than a decisive passage from the paper’s body. (LLM, conf=0.70)

      Experimental — accuracy not yet measured
    • cites Pursio et al. 2023 source
    • cites Ika et al. 2019 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Early leadership theories addressed specific personal qualities, such as extroversion, openness or self-confidence, as traits that contribute to effective leadership.

    “Early leadership theories addressed specific personal qualities, such as extroversion, openness or self-confidence, as traits that contribute to effective leadership (Fennell 2021).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Fennell 2021 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    A former review of leadership in interprofessional health and social care teams identified managers' traits such as enthusiasm and empathy.

    “Also, a former review of leadership in interprofessional health and social care teams identified managers' traits such as enthusiasm and empathy (Smith et al. 2018).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Smith et al. 2018 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Shared leadership is characterised by a distributed approach in which leadership is not confined to a single individual or organisational hierarchy, allowing any team member to assume a leadership role based on the situation.

    “Shared leadership is characterised by a distributed approach in which leadership is not confined to a single individual or organisational hierarchy, allowing any team member to assume a leadership role based on the situation (Fennell 2021).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Fennell 2021 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    This leadership style is grounded in the principle of remaining true to oneself and one's values, with an emphasis on aligning those values with intentions and actions.

    “This leadership style is grounded in the principle of remaining true to oneself and one's values, with an emphasis on aligning those values with intentions and actions (Fennell 2021).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Fennell 2021 source

  • May combine two claims.

    Premisecitation

    Another synthesis revealed that a bottom-up leadership approach generates supportive and enabling governance, which in turn promotes team commitment to IPC.

    “Another synthesis revealed that a bottom-up leadership approach generates supportive and enabling governance, which in turn promotes team commitment to IPC (O'Donnell et al. 2025).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites O'Donnell et al. 2025 source

  • May combine two claims.

    Findingcitation

    This review revealed that transformational leadership was beneficial for interprofessional team culture and interprofessional team members' satisfaction.

    “This review revealed that transformational leadership was beneficial for interprofessional team culture (Vatnøy et al. 2022) and interprofessional team members' satisfaction (Espinoza et al. 2018).”
    Quote in the paperSubstantial claim1 of 2 sources checked
    • cites Vatnøy et al. 2022 source

      The Methods (Measures; page unavailable) say the team-culture measure included managers’ emphasis on facilitating an inter-professional team culture. The Results (Leadership styles; page unavailable) report a significant association between transformational leadership and the combined team-culture measure. Because this cross-sectional study measured managers’ emphasis rather than an improvement in team culture, it does not establish that the leadership style was beneficial for interprofessional team culture. The satisfaction clause is attributed to a different citation and is not judged here. (LLM, conf=0.86)

      Experimental — accuracy not yet measured
    • cites Espinoza et al. 2018 source

      Not checked in the free run.

  • May combine two claims.

    Premisecitation

    The latter study confirms that supportive management enhances teams' trust and capability to deliver effective IPC while autocratic leadership disempowers team collaboration.

    “The latter study confirms that supportive management enhances teams' trust and capability to deliver effective IPC while autocratic leadership disempowers team collaboration (O'Donnell et al. 2025).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites O'Donnell et al. 2025 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Transformational leadership focuses on the leader's ability to inspire and empower followers, fostering team development through a shared vision, innovation, motivation and effective communication.

    “Transformational leadership focuses on the leader's ability to inspire and empower followers, fostering team development through a shared vision, innovation, motivation and effective communication (Fennell 2021).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Fennell 2021 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    The review by Smith et al. recognises that managers must ensure external liaisons by developing networks and representing the team externally.

    “Similarly, the review by Smith et al. (2018) recognises that managers must ensure external liaisons by developing networks and representing the team externally.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Smith et al. (2018) source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    Smith et al. also highlighted the significance of strong leadership and effective conflict management in fostering successful interprofessional teamwork.

    “Smith et al. (2018) also highlighted the significance of strong leadership and effective conflict management in fostering successful interprofessional teamwork.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Smith et al. (2018) source

  • May combine two claims.

    Premisecitation

    Managers' clear communication of tasks and roles is also identified as crucial in previous studies, as a strong professional identity and a clear understanding of team roles enhance the capacity for effective IPC.

    “Managers' clear communication of tasks and roles is also identified as crucial in previous studies, as a strong professional identity and a clear understanding of team roles enhance the capacity for effective IPC (O'Donnell et al. 2025;Wei et al. 2022).”
    Quote in the paperNot a substantial claim1 of 2 sources checked
    • cites O'Donnell et al. 2025 source

      The Results section, Programme theory A (page not specified), identifies strong professional identity and a clear understanding of team roles as critical to effective interprofessional collaboration. It does not specifically identify managers’ clear communication of tasks and roles as crucial; its discussion of clear communication concerns a shared team purpose. (LLM, conf=0.87)

      Experimental — accuracy not yet measured
    • cites Wei et al. 2022 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Mulvale et al. stated that leaders' engagement at the team level, through formal and social processes, to minimise conflicts, can support more effective IPC.

    “Similarly, Mulvale et al. (2016) stated that leaders' engagement at the team level, through formal and social processes, to minimise conflicts, can support more effective IPC.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Mulvale et al. (2016) source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    A comprehensive body of research supports transformational, authentic and shared leadership styles as superior approaches in health care, as traditional command-and-control styles have become obsolete.

    “A comprehensive body of research supports transformational, authentic and shared leadership styles as superior approaches in health care, as traditional command-and-control styles have become obsolete (Fennell 2021).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Fennell 2021 source

      The Historical Overview says transformational leadership has been widely studied and describes positive findings for shared leadership; the Discussion reports healthcare applications of authentic and shared leadership. But the review also identifies evidence gaps and criticisms. It says the limitations of traditional models are being questioned, not that command-and-control styles are obsolete, and it does not establish all three approaches as superior in healthcare. Page numbers are not available in our copy. (LLM, conf=0.89)

      Experimental — accuracy not yet measured

  • May combine two claims.

    Premisecitation

    Patient is placed in a central role within the collaborative health care team, with improved patient care typically being the primary outcome or objective of IPC.

    “Patient is placed in a central role within the collaborative health care team, with improved patient care typically being the primary outcome or objective of IPC (Bookey-Bassett et al. 2016; Kobrai-Abkenar et al. 2024).”
    Quote in the paperNot a substantial claim1 of 2 sources checked
    • cites Bookey-Bassett et al. 2016 source
    • cites Kobrai-Abkenar et al. 2024 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Smith et al. identified that creating mutual respect is a key characteristic of effective leadership in the context of IPC.

    “Smith et al. (2018) identified that creating mutual respect is a key characteristic of effective leadership in the context of IPC.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Smith et al. (2018) source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationcitation

    This practice aligns with the principles of servant leadership, in which managers serve their followers to achieve organisational goals and power is distributed.

    “This practice aligns with the principles of servant leadership, in which managers serve their followers to achieve organisational goals and power is distributed (Fennell 2021).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Fennell 2021 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    A previous study also found that organisational culture greatly influences IPC.

    “A previous study also found that organisational culture greatly influences IPC (Kobrai-Abkenar et al. 2024).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Kobrai-Abkenar et al. 2024 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Previous research by Kobrai-Abkenar et al. also shows that sharing knowledge and decision-making power can foster IPC.

    “Previous research by Kobrai-Abkenar et al. ( 2024) also shows that sharing knowledge and decision-making power can foster IPC.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Kobrai-Abkenar et al. ( 2024) source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    O'Donnell et al. also highlighted the importance of working conditions that foster accessible information and knowledge sharing across care sectors to enhance teamwork.

    “O'Donnell et al. (2025) also highlighted the importance of working conditions that foster accessible information and knowledge sharing across care sectors to enhance teamwork.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites O'Donnell et al. (2025) source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductcitation

    The PRISMA guideline was followed to accomplish transparent, complete, and accurate reporting.

    “The PRISMA guideline was followed to accomplish transparent, complete, and accurate reporting (Page et al. 2021).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Page et al. 2021 source

  • Classified as probably not a substantial claim. The quote only partly states this claim.

    Findingcitation

    A leader must deepen individual motivations to enhance interprofessional collaboration.

    “Leader must deepen individual motivations”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Espinoza et al. 2018 source

  • The quote only partly states this claim.

    Findingcitation

    Participation enhances interprofessional collaboration.

    “Participation”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Costa et al. 2014 source

  • The quote only partly states this claim.

    Findingcitation

    Respecting co-workers enhances interprofessional collaboration.

    “Respecting co-workers”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Cordeiro Trajano et al. 2017 source

      The Resumo (page not given) says that attending to interpersonal relationships among surgical-unit professionals can help ensure teamwork in a harmonious environment. It does not specifically identify respect for co-workers as the practice that improves collaboration. (LLM, conf=0.72)

      Experimental — accuracy not yet measured

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    A total of 32 articles were included in the final review.

    “A total of 32 articles were included in the final review.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    Seventy studies were excluded for the reasons presented in Figure 1.

    “Seventy studies were excluded for the reasons presented in Figure 1.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    This process resulted in 96 studies for full-text analysis.

    “This process resulted in 96 studies for full-text analysis.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    After removing duplicates (n = 4089), the titles and abstracts of the remaining studies (n = 4344) were screened.

    “After removing duplicates (n = 4089), the titles and abstracts of the remaining studies (n = 4344) were screened.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingreasoning

    Seven new articles were added to the review from reference lists, and a total of 33 articles were included.

    “As a result, seven new articles were added to the review, and a total of 33 articles were included.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    The systematic search generated 8433 hits.

    “The systematic search generated 8433 hits.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingnone given

    All mixed-methods studies and quantitative studies used questionnaires to collect data.

    “All mixed-methods studies and quantitative studies used questionnaires to collect data.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation

    One study analysed responses to an open-ended questionnaire item.

    “One study (Nurmeksela et al. 2021) analysed responses to an open-ended questionnaire item.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Nurmeksela et al. 2021 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingnone given

    The number of participants ranged from 194 to 881 in quantitative studies and from 8 to 133 in qualitative studies.

    “The number of participants ranged from 194 to 881 in quantitative studies and from 8 to 133 in qualitative studies.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    All qualitative and mixed-methods studies except one used interviews as the primary data collection method.

    “All qualitative and mixed-methods studies except one used interviews as the primary data collection method.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingown data

    The contexts of nursing were hospital wards (n = 14), nursing homes (n = 5), primary care (n = 5) and emergency services (n = 1).

    “The contexts of nursing were hospital wards (n = 14), nursing homes (n = 5), primary care (n = 5) and emergency services (n = 1).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    Five of the selected studies were identified as quantitative cross-sectional studies.

    “Five of the selected studies were identified as quantitative crosssectional studies (Cziraki et al. 2020;Labrague et al. 2022;Laschinger and Smith 2013;Regan et al. 2016;Vatnøy et al. 2022).”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Cziraki et al. 2020 source
    • cites Labrague et al. 2022 source
    • cites Laschinger and Smith 2013 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingcitation

    In addition to interviews, data were collected through observations, document analysis, and social network analysis.

    “In addition to interviews, data were collected through observations (Aagaard et al. 2020;Hjertstrøm et al. 2018;Rioux-Dubois and Perron 2023;St-Pierre 2012;Verbeek et al. 2024), document analysis (Rioux-Dubois and Perron 2023; St-Pierre 2012), and social network analysis (Espinoza et al. 2018).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingown data

    The most frequently represented country was Canada (n = 11), followed by the United States (n = 5), Norway (n = 3) and Finland (n = 2).

    “The most frequently represented country was Canada (n = 11), followed by the United States (n = 5), Norway (n = 3) and Finland (n = 2).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    The result on core qualities is based on qualitative evidence from original articles.

    “This result is based on qualitative evidence from original articles (Figure 2).”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingcitation

    The core practice of empowering included sub-practices: joint decision-making, giving autonomy to employees, initiating and encouraging IPC, motivating employees, acting as an exemplar, supporting employees, and maintaining physical presence.

    “The core practice of empowering included the following sub-practices: joint decisionmaking (Cordeiro Trajano et al. 2017; Dickson et al. 2020; Wei et al. 2020), giving autonomy to employees (Kendall-Gallagher et al. 2017; St-Pierre 2012; Wei et al. 2020), initiating and encouraging IPC (Aagaard et al. 2020; Clark and Greenawald 2013; Costa et al. 2014; Dickson et al. 2020; Hjertstrøm et al. 2018;”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingcitation

    A positive attitude emerged within a stance toward interdisciplinary interventions, facilitation and leading groups, and hoping and envisioning better IPC for the future.

    “A positive attitude emerged within a stance toward interdisciplinary interventions (Aagaard et al. 2020), facilitation and leading groups (Klarare et al. 2013), and hoping and envisioning better IPC for the future (Nurmeksela et al. 2021).”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingcitation

    Managers empowered employees and enhanced IPC through their sub-practice of physical presence in the workplace.

    “Managers empowered employees and enhanced IPC through their sub-practice of physical presence in the workplace (St-Pierre 2012).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites St-Pierre 2012 source

  • May combine two claims.

    Findingcitation

    When giving support, managers acted as mentors and offered tools.

    “When giving support, managers acted as mentors and offered tools (St-Pierre 2012)”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites St-Pierre 2012 source

  • May combine two claims.

    Findingcitation

    Core leadership qualities include proficiency and mindset.

    “x Proficiency (Brown et al., 2011;Dickson et al., 2020;Rioux-Dubois & Perron, 2023).x Mindset (Aagaard et al., 2020;Brown et al., 2011;Costa et al., 2014;Dickson et al., 2020;Folkman et al., 2019;Ika et al., 2019;Klarare et al., 2013;Malapela, 2024;Nurmeksela et al., 2021).”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Brown et al., 2011 source
    • cites Dickson et al., 2020 source
    • cites Rioux-Dubois & Perron, 2023

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation

    The core practice of communicating and informing includes effective communication.

    “effective communication (Aagaard et al. 2020;Al Sayah et al. 2014;Brown et al. 2011;Cordeiro Trajano et al. 2017;Costa et al. 2014;Espinoza et al. 2018;Ika et al. 2019;Kilpatrick et al. 2012;Pursio et al. 2023;Rioux-Dubois and Perron 2023;Wills et al. 2023)”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Aagaard et al. 2020 source
    • cites Al Sayah et al. 2014 source
    • cites Brown et al. 2011 source

  • The quote only partly states this claim.

    Findingcitation

    Core practice empowering is a leadership practice.

    “x Empowering (Aagaard et al., 2020;Al Sayah et al., 2014;Clark & Greenawald, 2013, 2013;Cordeiro Trajano et al., 2017;Costa et al., 2014;Cziraki et al., 2020;Dickson et al., 2020;Espinoza et al., 2018;Hjertstrøm et al., 2018;Kendall-Gallagher et al., 2017;Klarare et al., 2013;Nazari et al., 2018;Pfaff, Baxter, Jack, and Ploeg 2014;Pfaff, Baxter, Ploeg, and Jack 2014;St-Pierre 2014;St-Pierre, 2012;”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Aagaard et al., 2020 source
    • cites Al Sayah et al., 2014 source
    • cites Clark & Greenawald, 2013 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation

    The core practice of communicating and informing includes defining goals.

    “defining goals (Al Sayah et al. 2014;Clark and Greenawald 2013;St-Pierre 2012;Verbeek et al. 2024)”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Al Sayah et al. 2014 source
    • cites Clark and Greenawald 2013 source
    • cites St-Pierre 2012 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation

    The core practice of communicating and informing includes task clarification.

    “and task clarification (Clark and Greenawald 2013;Kilpatrick et al. 2012;Pursio et al. 2023;Wills et al. 2023)”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Clark and Greenawald 2013 source
    • cites Kilpatrick et al. 2012

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Pursio et al. 2023 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation

    The sub-practice of proactivity consisted of engaging with partners.

    “engaging with partners (Williams et al. 2022)”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Williams et al. 2022 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingcitation

    The sub-practice of proactivity consisted of conducting regular interventions and follow-up meetings, and addressing issues without delay.

    “conducting regular interventions and follow-up meetings, and addressing issues without delay (St-Pierre 2012).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites St-Pierre 2012 source

  • May combine two claims.

    Findingcitation

    Managers' clear expectations had a positive effect on group dynamics and on managing aggression in the workplace.

    “Managers' clear expectations had a positive effect on group dynamics and on managing aggression in the workplace (St-Pierre 2012).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites St-Pierre 2012 source

  • May combine two claims.

    Findingcitation

    Managers actualized the sub-practice of building relationships by facilitating trust among professionals, providing information and encouraging dialogue, and organising events.

    “Managers actualized the sub-practice of building relationships by facilitating trust among professionals, providing information and encouraging dialogue (Hjertstrøm et al. 2018), and organising events (Williams et al. 2022).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Hjertstrøm et al. 2018

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Williams et al. 2022 source

  • May combine two claims.

    Findingcitation

    These practices helped prevent stress and conflicts and facilitated communication.

    “These practices also helped prevent stress and conflicts (Nazari et al. 2018) and facilitated communication (Hjertstrøm et al. 2018;Nazari et al. 2018).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Nazari et al. 2018

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Hjertstrøm et al. 2018

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Findingcitation

    Managers' engagement contributed to employees' motivation for IPC and allowed them to interact with managers.

    “It contributed to employees' motivation for IPC and allowed them to interact with managers.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingnone given

    The dynamics of communication changed, and employees were less open when managers were involved.

    “On the other hand, the dynamics of communication changed, and employees were less open when managers were involved.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingcitation

    These practices were perceived to facilitate collaboration, increase mutual trust and improve service quality.

    “These practices were perceived to facilitate collaboration, increase mutual trust and improve service quality (Hjertstrøm et al. 2018).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Hjertstrøm et al. 2018

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim. May combine two claims.

    Findingnone given

    The review covers qualitative, quantitative and mixed-methods studies across different health care settings and countries.

    “The review covers qualitative, quantitative and mixed-methods studies across different health care settings and countries.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data

    Quantitative studies focused only on authentic, transformational, and transactional leadership styles, although qualitative findings suggest a greater variety of leadership styles that may play a pivotal role in facilitating IPC.

    “Quantitative studies focused only on authentic, transformational, and transactional leadership styles, although qualitative findings suggest a greater variety of leadership styles that may play a pivotal role in facilitating IPC.”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim.

    Findingnone given

    This mixed-method systematic review provides a comprehensive insight into the qualities, practices, and styles that frontline nurse managers possess regarding leadership of IPC.

    “This mixed-method systematic review provides a comprehensive insight into the qualities, practices, and styles that frontline nurse managers possess regarding leadership of IPC.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data

    The strength of the existing evidence was limited, as most of the studies were qualitative and involved relatively small sample sizes.

    “The strength of the existing evidence was limited, as most of the studies were qualitative and involved relatively small sample sizes.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingreasoning

    Managers' conflict resolution and prevention strategies emerged as a notable topic in this review.

    “Managers' conflict resolution and prevention strategies emerged as a notable topic in this review.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingnone given

    In this review, the authentic leadership style was found to enhance the quality of IPC and predict its occurrence.

    “In this review, the authentic leadership style was found to enhance the quality of IPC and predict its occurrence.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingreasoning

    The leadership sub-practice of giving autonomy was experienced as empowering, while paradoxically, managers' physical presence was also experienced as such.

    “The leadership sub-practice of giving autonomy was experienced as empowering, while paradoxically, managers' physical presence was also experienced as such.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingcitation

    Studies emphasising managers' physical presence were addressing collaboration from the viewpoints of newly graduated nurses or interprofessional conflicts.

    “It is noteworthy that studies emphasising managers' physical presence were addressing collaboration from the viewpoints of newly graduated nurses (Pfaff, Baxter, Jack, and Ploeg 2014;Pfaff, Baxter, Ploeg, and Jack 2014) or interprofessional conflicts (St-Pierre 2012).”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Pfaff, Baxter, Jack, and Ploeg 2014 source
    • cites Pfaff, Baxter, Ploeg, and Jack 2014 source
    • cites St-Pierre 2012 source

  • May combine two claims.

    Findingnone given

    Building trust between professional groups and establishing relationships were noted as crucial.

    “Building trust between professional groups and establishing relationships were noted as crucial.”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim.

    Findingnone given

    In this study, commitment consisted of the sub-practices of proactivity, showing strong leadership, engagement and taking responsibility.

    “In this study, commitment consisted of the sub-practices of proactivity, showing strong leadership, engagement and taking responsibility.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.

    Findingnone given

    Nurses work in a variety of complex health care contexts and face many different situations related to IPC.

    “Nurses work in a variety of complex health care contexts and face many different situations related to IPC.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Findingreasoning

    This systematic review synthesised emerging leadership attributes to inform future research and provides greater clarity on how leadership influences IPC within the nursing context.

    “This systematic review synthesised emerging leadership attributes to inform future research and provides greater clarity on how leadership influences IPC within the nursing context.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based). May combine two claims.

    Findingnone given

    The findings of this literature review are consistent with previous literature and leadership definitions.

    “The findings of this literature review are consistent with previous literature and leadership definitions.”
    Quote in the paperNot a substantial claim

  • The quote only partly states this claim.

    Findingcitation

    Leader empowering behaviour enhances interprofessional collaboration (β = 0.39).

    “Empowering behaviour (β = 0.39)”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Cziraki et al. 2020 source

  • The quote only partly states this claim.

    Findingcitation

    Lack of support and participation in knowledge sharing hinders interprofessional collaboration.

    “Lack of support and participation in knowledge sharing”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Aagaard et al. 2020 source

  • The quote only partly states this claim.

    Findingcitation

    Leaders' support enhances interprofessional collaboration.

    “Leaders support”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Dickson et al. 2020 source

  • May combine two claims.

    Findingcitation

    Building a caring culture and creating a work environment enhances interprofessional collaboration.

    “Building caring culture and creating work environment”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Wei et al. 2020 source

  • May combine two claims.

    Premisecitation

    Organisational-level barriers to IPC include a lack of adequate organisational structure and culture, insufficient support, a lack of shared vision or deficient leadership.

    “In the review by Wei et al. (2022), organisational-level barriers included a lack of adequate organisational structure and culture, insufficient support, a lack of shared vision or deficient leadership.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Wei et al. 2022 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Nurses engage in IPC within a complex sociohistorical context shaped by strong professional identities and hierarchical structures, particularly between nurses and physicians.

    “Additionally, a review by Price et al. (2014) notes that nurses engage in IPC within a complex sociohistorical context shaped by strong professional identities and hierarchical structures, particularly between nurses and physicians.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Price et al. 2014 source

  • May combine two claims.

    Premisecitation

    Team-level barriers to IPC consist of ineffective distribution of power and resources, unclear roles, and poor team dynamics and communication.

    “Team-level barriers consisted of ineffective distribution of power and resources, unclear roles, and poor team dynamics and communication.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Wei et al. 2022 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    Previous research highlights nurses' unique contributions to IPC, noting that they are often actively involved, especially in bridging gaps between professional perspectives, emotional dynamics and communication within teams.

    “Previous research highlights nurses' unique contributions to IPC, noting that they are often actively involved, especially in bridging gaps between professional perspectives, emotional dynamics and communication within teams (Schot et al. 2020).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Schot et al. 2020 source

  • May combine two claims.

    Premisecitation

    IPC does not occur naturally when people come together but takes a whole system's effort, including that of organisations, teams and individuals.

    “Earlier studies have demonstrated that IPC does not occur naturally when people come together but takes a whole system's effort, including that of organisations, teams and individuals (Wei et al. 2022).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Wei et al. 2022 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Study design and conductnone given

    The synthesis was executed by the first author and discussed with the research team throughout the process to avoid bias.

    “The synthesis was executed by the first author and discussed with the research team throughout the process to avoid bias.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Study design and conductcitation

    The Joanna Briggs Institute's (JBI) quality appraisal checklists were used for qualitative and quantitative studies, and the Mixed Methods Appraisal Tool (MMAT) checklist was used for mixed methods studies.

    “The Joanna Briggs Institute's (JBI) quality appraisal checklists were used for qualitative and quantitative studies (Aromataris et al. 2024), and the Mixed Methods Appraisal Tool (MMAT) checklist was used for mixed methods studies (Hong et al. 2018).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Aromataris et al. 2024 source
    • cites Hong et al. 2018

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductnone given

    The review protocol was registered in PROSPERO (CRD42024598831).

    “The review protocol was registered in PROSPERO (CRD42024598831).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Premisenone given

    No prior systematic review has specifically focused on the leadership of nurses' IPC.

    “To the best of our knowledge, no prior systematic review has specifically focused on the leadership of nurses' IPC.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Premisereasoning

    Team-level leadership is a crucial element in achieving successful IPC.

    “Previous research has demonstrated that team-level leadership is a crucial element in achieving successful IPC.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductown data

    Two researchers independently evaluated the quality of the included studies.

    “They then independently evaluated the quality of the included studies.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Study design and conductcitation

    Two researchers independently read all included papers and extracted data using a template based on the JBI Mixed Methods Data Extraction Form.

    “To reduce potential bias, two researchers independently read all included papers and extracted data using a template based on the JBI Mixed Methods Data Extraction Form for the Convergent Integrated Approach (Aromataris et al. 2024).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Aromataris et al. 2024 source

  • Classified as probably not a substantial claim. May combine two claims.

    Study design and conductown data

    Two researchers independently applied the eligibility criteria and selected references based on titles and abstracts, and independently assessed the full texts.

    “To ensure reliability and accuracy, two researchers (HK, PK) independently applied the eligibility criteria and selected references based on titles and abstracts, after which they independently assessed the full texts.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductown data

    Only one qualitative study was excluded based on quality appraisal, as it met less than 50% of the criteria.

    “Only one qualitative study was excluded based on quality appraisal, as it met less than 50% of the criteria.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Interpretationown data

    Leadership in the context of family nursing is not addressed separately in this review, and the review attempts to answer only research question 1.

    “Therefore, leadership in the context of family nursing is not addressed here separately as aimed, and this review attempts to answer only the research question 1: What kinds of leadership qualities, practices, and styles are described in literature qualitatively and quantitatively, as related to leading nurses' interprofessional collaboration?”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductnone given

    The results for leadership styles were based solely on quantitative evidence.

    “The results for leadership styles were based solely on quantitative evidence (Figure 2).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    According to a concept analysis, shared decision-making and care planning are key features of IPC.

    “According to a concept analysis, shared decision-making and care planning are key features of IPC (Bookey-Bassett et al. 2016).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Bookey-Bassett et al. 2016

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Interpretationreasoning

    The results of this review indicate that, as a foundation for successful leadership of IPC, nurse managers may benefit from well-developed problem-solving and mediation skills, as well as from a certain mindset toward IPC.

    “Nonetheless, the results of this review indicate that, as a foundation for successful leadership of IPC, nurse managers may benefit from well-developed problemsolving and mediation skills, as well as from a certain mindset toward IPC.”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    These core qualities are not fixed traits, but rather capacities that leaders can develop and strengthen.

    “Noteworthy is that these core qualities are not fixed traits, but rather capacities that leaders can develop and strengthen.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Wei et al.'s metareview emphasised the importance of professional conflict management in enhancing IPC.

    “Also, Wei et al.'s (2022) metareview emphasised the importance of professional conflict management in enhancing IPC.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Wei et al.'s (2022) source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    A review by Wei et al. stated that interprofessional team climate and performance can be promoted through shared leadership and bottom-up policy development.

    “A review by Wei et al. (2022) stated that interprofessional team climate and performance can be promoted through shared leadership and bottom-up policy development.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Wei et al. (2022) source

  • May combine two claims.

    Interpretationreasoning

    This result may indicate that, to promote IPC, nurses need managers who can both empower them through trust and autonomy and maintain availability as circumstances demand.

    “This result may indicate that, to promote IPC, nurses need managers who can both empower them through trust and autonomy and maintain availability as circumstances demand.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    A meta-review by Wei et al. also gives value to strong leadership and a clear leadership structure.

    “A meta-review by (Wei et al. 2022) also gives value to strong leadership and a clear leadership structure.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Wei et al. 2022 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation

    The review by Wei et al. stated that a shared vision helps professionals connect, which in turn enhances relationships and the sense of belonging.

    “The review by Wei et al. (2022) stated that a shared vision helps professionals connect, which in turn enhances relationships and the sense of belonging.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Wei et al. (2022) source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationcitation

    The core practice of communicating and informing, including a shared vision and common goals, can be viewed as a reflection of the transformational leadership style.

    “The core practice of communicating and informing, including a shared vision and common goals, can be viewed as a reflection of the transformational leadership style.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    According to Bookey-Bassett et al., interdependence defines IPC, as professionals are mutually dependent on each other to accomplish tasks and to address the complex needs of clients.

    “According to Bookey-Bassett et al. (2016) interdependence defines IPC, as professionals are mutually dependent on each other to accomplish tasks and to address the complex needs of clients.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Bookey-Bassett et al. (2016)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    According to this review, this requires nurse managers to use different leadership styles and practices wisely to fit each setting and forthcoming situation.

    “According to this review, this requires nurse managers to use different leadership styles and practices wisely to fit each setting and forthcoming situation.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationreasoning

    From this point of view, the results of this review reflect the situational approach to leadership and confirm that nursing leadership in IPC is foremost a process that evolves through a dialogue with its circumstances to adapt to its context.

    “From this point of view, the results of this review reflect the situational approach to leadership and confirm that nursing leadership in IPC is foremost a process that evolves through a dialogue with its circumstances to adapt to its context.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationown data

    Yet, to ensure successful IPC, more traditional leadership-characterised by clear boundaries and proactive interventions-must be exercised when necessary.

    “Yet, to ensure successful IPC, more traditional leadership-characterised by clear boundaries and proactive interventions-must be exercised when necessary.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Premisenone given

    A previous concept analysis of IPC also emphasised patient-centredness.

    “A previous concept analysis of IPC also emphasised patient-centredness.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Study design and conductnone given

    This systematic review carefully followed a predefined study protocol, and at least two researchers were involved in all stages of the review process.

    “This systematic review carefully followed a predefined study protocol, and at least two researchers were involved in all stages of the review process.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    According to the results, managers must also, when necessary, step aside and demonstrate shared leadership.

    “According to the results, managers must also, when necessary, step aside and demonstrate shared leadership.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationcitation

    The emerging leadership core practice of establishing an enhancing atmosphere aligns with the nursing profession's unique contributions to IPC, which, according to current evidence, include bridging gaps between professional perspectives, fostering positive emotional dynamics, and facilitating communication.

    “The emerging leadership core practice of establishing an enhancing atmosphere aligns with the nursing profession's unique contributions to IPC, which, according to current evidence, include bridging gaps between professional perspectives, fostering positive emotional dynamics, and facilitating communication (Schot et al. 2020).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Schot et al. 2020 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Bookey-Bassett et al. stated that a climate fostering the development of working relationships among team members contributes significantly to effective IPC.

    “Bookey-Bassett et al. (2016) stated that a climate fostering the development of working relationships among team members contributes significantly to effective IPC.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Bookey-Bassett et al. (2016)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    Different leadership qualities, practices, and styles may have different emphases depending on the context (e.g., hospitals versus primary care).

    “Different leadership qualities, practices, and styles may have different emphases depending on the context (e.g., hospitals versus primary care).”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationreasoning

    The results reflect a situational approach to nursing leadership and confirm that the leadership of nurses' IPC is primarily a process that evolves and adapts within its surroundings.

    “The results reflect a situational approach to nursing leadership and confirm that the leadership of nurses' IPC is primarily a process that evolves and adapts within its surroundings.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    This review's findings help to define a high-quality work environment for nurses from the perspective of IPC leadership.

    “This review's findings help to define a high-quality work environment for nurses from the perspective of IPC leadership.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning

    The results of this review align with the nursing profession's unique contributions to IPC, evident in managers' aspirations toward patient-centredness and bridging gaps between professionals.

    “The results of this review align with the nursing profession's unique contributions to IPC, evident in managers' aspirations toward patient-centredness and bridging gaps between professionals.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Study design and conductreasoning

    This may also influence the moderate consistency of the synthesis and the fact that the results of the synthesis present a variety of leadership styles and temporal trends.

    “This may also influence the moderate consistency of the synthesis and the fact that the results of the synthesis present a variety of leadership styles and temporal trends.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Study design and conductnone given

    The search was limited to studies published in English, and grey literature was not searched, which might have resulted in some missing relevant studies.

    “Furthermore, the search was limited to studies published in English, and grey literature was not searched, which might have resulted in some missing relevant studies.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductreasoning

    Some relevant studies may be omitted.

    “Nevertheless, some relevant studies may be omitted.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductreasoning

    This prior experience may have influenced the interpretation of this review's results.

    “This prior experience may have influenced the interpretation of this review's results.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Study design and conductcitation

    Some of the studies used a secondary analysis of previously collected data, and the same data-sets were used in two original articles included in this review.

    “Some of the studies used a secondary analysis of previously collected data, and the same data-sets were used in two original articles included in this review (Pfaff, Baxter, Jack, and Ploeg 2014;Pfaff, Baxter, Ploeg, and Jack 2014).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Pfaff, Baxter, Jack, and Ploeg 2014 source
    • cites Pfaff, Baxter, Ploeg, and Jack 2014 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Study design and conductnone given

    The help of an information specialist was utilised, and the search strategy was designed in a comprehensive manner.

    “The help of an information specialist was utilised, and the search strategy was designed in a comprehensive manner.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning

    Successful IPC is not self-evident; it depends on effective leadership to promote and maintain it.

    “Successful IPC is not self-evident; it depends on effective leadership to promote and maintain it.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Study design and conductnone given

    The first author of this review works as a frontline nurse manager in primary care and is engaged in interprofessional activities.

    “The first author of this review works as a frontline nurse manager in primary care and is engaged in interprofessional activities.”
    Quote in the paperNot a substantial claim
135 of 135

  • The authors state this as an assumption.

    Efforts and research aimed at enhancing IPC have been conducted in a coherent manner since 2010.

    “The assumption is that efforts and research aimed at enhancing IPC have been conducted in a coherent manner since that date.”

  • The paper relies on this without support.

    Nurses are among the key professionals in promoting IPC, and engaging effectively in collaborative activities is an essential component of their role.

    “Nurses are among the key professionals in promoting IPC, and engaging effectively in collaborative activities is an essential component of their role.”

  • The paper relies on this without support.

    Nurses' IPC is crucial in the context of children and families.

    “This result is concerning, as nurses' IPC is crucial in the context of children and families, highlighting the need for further research on leadership's role in strengthening IPC in providing services to these groups.”
3 of 3

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

  • Quantitative sample-size minimum conflicts with Table 3

    Minor

    The text states that quantitative studies had at least 194 participants, but Table 3 lists a quantitative study with 182 participants.

1 of 1

Cites

Flagged first, then by citations

Research works printed but not linked: 2

  1. White J., 2025, Renewing the Definitions of ‘Nursing’ and ‘A Nurse’. Final Project Report
  2. WHO, 2010, Framework for Action on Interprofessional Education & Collaborative Practice

Cited by

Still being checked.

Authors
Kamppila, H., Czabanowska, K., Kämäräinen, P., Younas, A., & Kvist, T.
Affiliations
  • University of Eastern Finland (FI)
  • Maastricht University (NL)
  • Memorial University of Newfoundland (CA)
Corresponding author
Kamppila, Hanna
ORCID
Venue
Journal of Advanced Nursing
Publisher
Wiley
Published
2026-02-15
ISSN
  • 0309-2402 (ISSN-L)
  • 1365-2648
DOI
10.1111/jan.70543
OpenAlex
W7129128480
Cited by
3
References
53
Citations by year
2026: 3
FWCI
7.57
Type
journal article
Language
en
Open access
Licence
Locations
  • Journal of Advanced Nursing (publishedVersion, cc-by)
  • PubMed (publishedVersion)
  • Jagiellonian University Repository (Jagiellonian University) (submittedVersion, cc-by-nc-nd)
  • Research Publications (Maastricht University) (submittedVersion, cc-by)
Funders
Itä-Suomen Yliopisto
Topics
  • Health Sciences › Health Professions › General Health Professions › Interprofessional Education and Collaboration
  • Health Sciences › Nursing › Research and Theory › Nursing education and management
  • Health Sciences › Nursing › Issues, ethics and legal aspects › Nursing Education, Practice, and Leadership
Keywords
nursing leadership, nurse managers, interprofessional collaboration, transformational leadership, transactional leadership, authentic leadership, leadership styles, leadership qualities, leadership practices, nurse empowerment, interprofessional communication

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Claims read by deepseek-v4.1-flash under definition version 3 (extract-v3) on 2026-10-10.

Classified by jev-1.13-20260917 (gold-guideline-v0.2) on 2026-10-10.

Cited sources are checked by gpt-6-sol.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

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