Visionary Leadership in Healthcare informs, expands, and empowers nurse leaders to envision and transform the current healthcare system using an evolved worldview to achieve a global, life-sustaining ...perspective.
OBJECTIVEThe study objective was to investigate a charge nurse pilot training program as an effective, evidence-based training modality to improve leadership style and resiliency.
...BACKGROUNDLeadership is inherent and necessary in the charge nurse role. Little published research about charge nurse leadership training programs exists.
METHODSA pre-post design, with intervention and comparison groups, was conducted at an integrated healthcare system. A random sample of charge nurses was selected to pilot a standardized charge nurse leadership training program including in-person learning to foster leadership skills and nurture resiliency.
RESULTSThe sample included 19 control participants and 22 intervention participants. Significant improvement was noted in transformational, transactional, leadership outcomes, and resiliency from preintervention to postintervention for the all subjects. Of the 22 intervention participants, the training elicited higher satisfaction with leadership behavior, followed by effectiveness and their ability to motivate. Charge nurses who attended training had higher resiliency scores pre-post intervention.
CONCLUSIONThe charge nurse pilot training was an effective program that led to improved leadership style and resiliency.
Aim
To explore clinical supervisors' perceptions and use of the Fundamentals of Care framework in supervising nursing students in clinical placement in hospital settings.
Design
A qualitative study ...using focus group interviews. Reported in accordance with Consolidated Criteria for Reporting Qualitative Research.
Methods
Twelve clinical nurse supervisors working in medical, surgical or psychiatric wards in hospitals in Denmark participated in four focus groups conducted from September to November 2020. Data were analysed using thematic analysis.
Results
Clinical supervisor's perceptions and use of the framework are described in three themes: structuring students' clinical learning, supporting tool for learning what nursing care is and developing own supervision practice.
Conclusion
Supervisors perceive the Fundamentals of Care framework positively and use it as a supporting tool to structure and facilitate students' reflection on what nursing is and requires. They perceive that having a shared framework across school and clinical setting contributes to a safe and positive learning environment. Furthermore, using the framework develops their own practice as clinical supervisors.
Aims and objectives
The study was conducted to investigate the levels of implementation of knowledge management and outcomes of nursing performance, to examine the relationships between core ...knowledge management factors and nursing performance outcomes and to identify core knowledge management factors affecting these outcomes.
Background
Effective knowledge management is very important to achieve strong organisational performance. The success or failure of knowledge management depends on how effectively an organisation's members share and use their knowledge. Because knowledge management plays a key role in enhancing nursing performance, identifying the core factors and investigating the level of knowledge management in a given hospital are priorities to ensure a high quality of nursing for patients.
Design
The study employed a descriptive research procedure.
Participants
The study sample consisted of 192 nurses registered in three large healthcare organisations in South Korea.
Method
The variables demographic characteristics, implementation of core knowledge management factors and outcomes of nursing performance were examined and analysed in this study.
Results
The relationships between the core knowledge management factors and outcomes of nursing performance as well as the factors affecting the performance outcomes were investigated. A knowledge‐sharing culture and organisational learning were found to be core factors affecting nursing performance.
Conclusion
The study results provide basic data that can be used to formulate effective knowledge management strategies for enhancing nursing performance in hospital nursing organisations. In particular, prioritising the adoption of a knowledge‐sharing culture and organisational learning in knowledge management systems might be one method for organisations to more effectively manage their knowledge resources and thus to enhance the outcomes of nursing performance and achieve greater business competitiveness.
Relevance to clinical practice
The study results can contribute to the development of effective and efficient knowledge management systems and strategies for enhancing knowledge‐sharing culture and organisational learning that can improve both the productivity and competitiveness of healthcare organisations.
BACKGROUND:Nursing literature supports the importance of an engaged nursing workforce as a means to positively influence performance. Nurse manager leadership style plays a critical role in engaging ...staff nurses. These relationships have been minimally studied in nurse managers and staff nurses.
OBJECTIVE:The aim of this study is to evaluate the influence of nurse manager leadership style factors on staff nurse work engagement.
METHODS:Using a descriptive correlational research design, 441 staff nurses working in 3 acute care hospitals were surveyed. Survey instruments included the Utrecht Work Engagement Scale and the Multifactorial Leadership Questionnaire 5X short form.
RESULTS:Transactional and transformational leadership styles in nurse managers positively influenced staff nurse work engagement. Passive-avoidant leadership style in nurse managers negatively influenced staff nurse work engagement.
CONCLUSIONS:Nurse managers who provide support and communication through transformational and transactional leadership styles can have a positive impact on staff nurse work engagement and ultimately improve organizational outcomes.
Aim
This review aimed to synthesise literature describing the development and/or implementation and/or evaluation of a professional practice model to determine the key model components.
Background
A ...professional practice model depicts nursing values and defines the structures and processes that support nurses to control their own practice and to deliver quality care.
Evaluation
A review of English language papers published up to August 2014 identified 51 articles that described 38 professional practice models. Articles were subjected to qualitative analysis to identify the concepts common to all professional practice models.
Key issue
Key elements of professional practice models were theoretical foundation and six common components: leadership; nurses’ independent and collaborative practice; environment; nurse development and reward; research/innovation; and patient outcomes.
Conclusions
A professional practice model provides the foundations for quality nursing practice. This review is an important resource for nurse leaders who seek to advance their organisation in a journey for excellence through the implementation of a professional practice model.
Implications for nursing management
This summary of published professional practice models provides a guide for nurse leaders who seek to develop a professional practice model. The essential elements of a professional practice model; theoretical foundation and six common components, are clearly described. These elements can provide the starting point for nurse leaders’ discussions with staff to shape a professional practice model that is meaningful to direct care nurses.
Aims
This study aimed to analyse the prevalence of nurse‐to‐nurse horizontal violence in Chinese hospitals and examine the effects of head nurse's caring and nurse's group behaviour on horizontal ...violence.
Background
Horizontal violence is a serious global problem affecting the nursing profession, but little is known of the issue in Chinese hospitals. Increasing evidence has showed that leadership and group factors are important in facilitating horizontal violence. Whether the head nurse's caring and group behaviour perceived by nurses has protective effects against horizontal violence remains unclear.
Methods
A cross‐sectional online‐based questionnaire study was performed in seven general hospitals in Hubei Province, China. Data related to the demographic information, horizontal violence, head nurse's caring and group behaviour were collected. Descriptive analyses, chi‐squared tests and logistic regression were used for data analysis.
Results
In total, 1942 valid questionnaires were collected, with a 92.70% effective response rate (1942/2095). Of those, 59.1% (1148/1942) of respondents had experienced horizontal violence at least once in the previous 6 months. Covert negative behaviours were more frequently reported. Compared with the low level, moderate and high levels of the head nurse's caring showed a lower risk of horizontal violence (odds ratio OR = 0.400, p < .001; OR = 0.128, p < .001); moderate and high levels of group behaviour also showed a reduced risk (OR = 0.601, p < .001; OR = 0.221, p < .001).
Conclusion
Horizontal violence is common among Chinese nurses. The head nurse's caring and maintaining a good climate of nurses' group behaviours could serve as protective factors for preventing horizontal violence.
Implications for Nursing Management
This study helps nursing managers identify which specific negative behaviours occur frequently and require special attention. It suggests that nursing managers attach importance to improving their caring ability towards nurses and to creating an amicable climate of group behaviour to buffer against horizontal violence.
cowden t.,
cummings g. & profetto‐mcgrath j (2011) Journal of Nursing Management19, 461–477 Leadership practices and staff nurses’ intent to stay: a systematic review
Aim The aim of the present ...study was to describe the findings of a systematic review of the literature that examined the relationship between managers’ leadership practices and staff nurses’ intent to stay in their current position.
Background The nursing shortage demands that managers focus on the retention of staff nurses. Understanding the relationship between leadership practices and nurses’ intent to stay is fundamental to retaining nurses in the workforce.
Methods Published English language articles on leadership practices and staff nurses’ intent to stay were retrieved from computerized databases and a manual search. Data extraction and quality assessments were completed for the final 23 research articles.
Results Relational leadership practices influence staff nurses’ intentions to remain in their current position.
Conclusion This study supports a positive relationship between transformational leadership, supportive work environments and staff nurses’ intentions to remain in their current positions. Incorporating relational leadership theory into management practices will influence nurse retention. Advancing current conceptual models will increase knowledge of intent to stay. Clarifying the distinction between the concepts intent to stay and intent to leave is needed to establish a clear theoretical foundation for further intent to stay research.
Implications for Nurse Managers Nurse managers and leaders who practice relational leadership and ensure quality workplace environments are more likely to retain their staff. The findings of the present study support the claim that leadership practices influence staff nurse retention and builds on intent to stay knowledge.
courtney‐pratt h., fitzgerald m., ford k., marsden k. & marlow a. (2012) Quality clinical placements for undergraduate nursing students: a cross‐sectional survey of undergraduates and supervising ...nurses. Journal of Advanced Nursing68(6), 1380–1390.
Aim. This article is a report of a mixed method study of the quality of clinical placements for second year undergraduate nursing students in an acute care hospital.
Background. In response to the current and predicted workforce shortages, greater numbers of nursing undergraduate places are being offered at tertiary institutions. This means that requests for clinical places in hospitals to support undergraduate students has risen. Little is known about the impact of increased numbers on the quality of clinical placement as a learning experience and this is of concern as demand grows and the means of assessing capacity is still unknown.
Methods. A 5‐point Likert Scale questionnaire, including free text fields, was administered to undergraduates (n = 178), clinical facilitators (n = 22) and supervising ward nurses (n = 163) at two time points in 2009. The survey targeted the quality of the clinical placement in four domains: welcoming and belongingness; teaching and learning; feedback; confidence and competence.
Findings. The findings demonstrated consistently high scoring of the clinical placement experience by both undergraduates and registered nurses. There were higher ratings of levels of support from clinical facilitators compared to supervising ward nurses evident in data associated with the items on the questionnaire relating to teaching and learning.
Conclusion. The results are indicative of the professional commitment of nursing staff to support the next generation of nurses. The findings also give a mechanism to communicate outcomes of undergraduate support to nurses in practice, and highlight steps which can be taken to ensure high quality clinical placement continues.
Social support from supervisors is a job resource that has been found to be an important antecedent to work engagement. However, there is a knowledge gap in understanding one of the key features of ...social support-i.e., supervisors' active-empathetic listening-and its relation to employees' work engagement. To bridge this gap, this study explores how supervisors' active-empathetic listening is associated with employees' work engagement. Using a national representative sample (
= 548), the results show that supervisors' active-empathetic listening has a significant positive relationship with employee work engagement. Additionally, we show that active-empathetic listening does not affect all three dimensions of work engagement equally, with dedication being the most affected by supervisors' active-empathetic listening. We argue that supportive leadership which uses conscious and active listening-centred communication is highly significant for employees' work engagement. Therefore, we suggest that organisations experiment in training their supervisors in active-empathetic listening as part of a broader strategy to increase employees' engagement at work.
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