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Articles by Asma Al Yahyaei
Beyond the numbers: measuring real impact
Organisations have become increasingly sophisticated at measuring performance. Dashboards are filled with percentages, targets, traffic lights and quarterly achievements. We know how many people attended, how many services were delivered, how many initiatives were implemented and whether annual targets were achieved. This is where many performance systems become uncomfortable. A healthcare organisation may report that thousands of patients attended a newly established clinic.
Rewarding impact at the workplace
In every organisation, there are hard-working employees. But not all hard work creates the same kind of value. Some employees work intensely to build their careers. They carefully select opportunities that strengthen their CVs, increase their visibility, expand their professional networks, or position them for promotion. They are productive, ambitious and often very successful. Others work just as hard, but much of their effort goes somewhere less visible.
When agreement silences honesty
Agreement is often mistaken for strength. When everyone nods, meetings feel successful. Decisions move faster. There is less tension in the room, less debate, and fewer uncomfortable moments. Leaders may leave feeling reassured because the group appeared united. But agreement can sometimes hide more than it reveals. A quiet room does not always mean people agree. Sometimes it means they have learned that disagreement is risky. Sometimes it means they are protecting relationships.
When change feels like loss
Change is often presented as a promise. A promise of better systems, faster services, stronger institutions, smarter technology, and improved performance. In organisations, we use confident words to describe it: transformation, innovation, reform, restructuring, quality improvement and future readiness. These words are important. They reflect ambition.
Advanced nursing education must translate into clinical practice
In recent discussions about career progression within the healthcare sector, an important point was raised regarding how healthcare professionals advance in their careers. For physicians, the pathway is often clearer: specialisation, postgraduate qualifications, clinical seniority and professional recognition are usually connected through a structured system. For nurses and many other healthcare professionals, however, the reality is far more complicated.
When strong individuals don’t make strong teams
One of the most common assumptions in leadership is that strong teams are simply built by bringing together strong people. It sounds reasonable. Put experienced, hardworking individuals in one room and results should follow. But real workplaces tell a different story. Some of the most disappointing teams are made up of highly capable people. They have the qualifications, the experience and the technical ability to succeed. Yet meetings feel unproductive. Decisions remain unclear. Tension goes unspoken.
Ramadhan is a month of renewal and discipline
Ramadhan is often described as a month of fasting, but anyone who has lived it knows it is more accurate to call it a month of training. Not training the body alone, but training the heart, the mind and the habits we carry into the rest of the year. Fasting shifts the rhythm of ordinary life. Meals become intentional. Time feels different. Even our conversations change. In that shift, something powerful happens: we are reminded that we are not merely creatures of appetite, distraction and speed.
Empoderar voces: predictores y niveles de participación de las enfermeras en políticas sanitarias
Ayuda Buscar en la ayuda Buscar en la ayuda Empoderar voces: predictores y niveles de participación de las enfermeras en políticas sanitarias [1] Profesora Adjunta, Jefa del Departamento de Fundamentos y Administración, Facultad de Enfermería, Universidad Sultán Qaboos, Mascate, Sultanato de Omán Localización: International nursing review en español: revista oficial del Consejo Internacional de Enfermeras, ISSN 1577-9378, Vol. 72, Nº.
Bridging the Leadership Gap: Developing a Culturally Adapted Leadershi
Back to Journals » Journal of Healthcare Leadership » Volume 17 Authors Al Sawafi A, Al Yahyaei A , Al Azri NH , Al Sabei SD, Al Maamari AM , Al Battashi H, Al Ismaili SR, Al Maskari JK Received 20 March 2025 Accepted for publication 29 July 2025 Published 12 August 2025 Volume 2025:17 Pages 365—381 DOI https://doi.org/10.2147/JHL.S526470 Checked for plagiarism Yes Review by Single anonymous peer review Peer reviewer comments 4 Editor who approved publication: Professor Zhanming Liang Aziza...
International Nursing Review | ICN Health Policy Journal | Wiley Online Library
Aim This study examines the level of nurses' involvement in healthcare policy activities in Oman and explores demographic and work-related predictors to identify actionable strategies for enhancing their engagement. Background Nurses' involvement in healthcare policy is crucial for effective healthcare strategies, yet participation remains low, especially in developing countries like Oman. Understanding what influences nurses' engagement is vital for enhancing their role in policy-making.
Predictors of nurses’ intention to stay: Examining the Impact of Healthcare Policy Involvement
This study explores the relationship between nurses' active involvement in healthcare policy development and their intention to stay in their current roles. It aims to assess how this involvement in healthcare policy activities influences their intention to stay in their current.
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