batson v.d. & yoder l.h. (2012) Managerial coaching: a concept analysis. Journal of Advanced Nursing68(7), 1658–1669.
Aim. This article presents a report of a concept analysis of managerial ...coaching.
Backgound. Managerial coaching has been identified as a means for managers to give support to staff nurses, however, no clear delineation of what behaviours and attributes constitute managerial coaching or differentiate it from other career development relationships is provided in the current nursing literature.
Data sources. The CINAHL, ProQuest, Business Source Complete and PscyhIFNO databases were searched for articles published between 1980–2009 using the keywords coaching, managerial coaching, nurse manager support, nursing leadership, self‐efficacy, work environment and empowerment.
Review methods. A hybrid approach was used, incorporating both Walker and Avant’s method of concept analysis and King’s conceptual system and Theory of Goal Attainment to explore the meaning of managerial coaching. Inclusive years of search ranged from 1980–2009.
Findings. Managerial coaching is a specific dyadic relationship between the nurse manager and staff nurse intended to improve skills and knowledge as they relate to expected job performance. Antecedents and consequences are categorized at the individual and organizational level. Defining attributes, empirical referents and a model case are presented.
Conclusion. The theoretical definition for this concept helps to differentiate it from other types of career development relationships and will give a basis for nurse managers to understand what skills and attributes are necessary to establish an effective managerial coaching relationship with staff nurses. Conceptualization will also assist in developing empirical studies examining managerial coaching behaviours in the work environment.
Introduces and defines major concepts of complexity science theory and explores how these concepts can be applied to organizational situations in adaptive health care systems. Focuses on the ...complexity leadership model that these complex systems require, and the abilities needed to be successful. Emphasizes the importance of personal awareness and development of essential leadership skills.
Offers self-reflective assessment tools and exercises to foster insights for enhanced learning and practical application. Uses case studies to help you develop and apply leadership skills.
Emergency department nurses are confronted with unpredictable diseases and disasters and work-related traumatic stress events. This study aimed to examine the relationship between nursing work ...environment, relationship with the head nurse, resilience, and posttraumatic growth among emergency department nurses. Data were collected from December 2018 to February 2019 through a self-administered survey questionnaire. Participants comprised 127 nurses working in the emergency department. The collected data were analyzed using
-test, analysis of variance with Scheffé's test, Pearson's correlations, and hierarchical multiple regression. The mean posttraumatic growth score of emergency department nurses was 2.59 ± 0.64 out of a possible 5.00. The posttraumatic growth showed a statistically significant difference according to age in the emergency department nurse. Resilience was the most significant variable controlling other variables, accounting for 29% of the variability. The findings support that intervention programs should be developed to encourage a positive relationship with the head nurse and enhance resilience in emergency department nurses.
This study evaluated the impact of the presence of a certified nurse specialist in critical care (CNS) as ICU head nurse in an open ICU on clinical outcomes.
The presence of a CNS as ICU head nurse ...was implemented in practice in April 2017. To evaluate the impact on patient outcomes before and after the implementation, patients were divided into two groups: before (April 2014 to March 2017; 1988 patients) and after (April 2017 to March 2019; 1664 patients). Patients' demographic data were collected from the ICU database.
Multivariable logistic regression analysis revealed that the presence of a CNS as ICU head nurse was associated with lower ICU mortality (odds ratio (OR): 0.52, 95% CI: 0.36-0.73, p < .001) and fewer patients receiving mechanical ventilation in the ICU (OR: 0.20, 95% CI: 0.15-0.26, p < .001).
CNSs are defined as one type of advanced practice nurses. Having a CNS as a head nurse in the ICU may have helped improve patient outcomes by leveraging these practical skills in nursing management.
Abstract Introduction: The clinical supervision in nursing is a formal process of monitoring clinical practice, which aims to promote professional development, client protection and safety of care, ...through processes of reflection and analysis of practices. Objective: Identify current clinical supervision strategies. Methods: Qualitative, exploratory study. A total of 42 nurses were recruited from three health centres in the north of Portugal. Data collection was carried out through semi-structured interviews and the analysis was performed according to the principles of the grounded theory method. Results: From the analysis, the category critical-reflexive analysis of practices emerged and the respective dimensions and subcategories. The dimensions identified were: “Intrapersonal dimension”, from which two subcategories emerged; and the “Interpersonal dimension”, from which ten subcategories emerged. Conclusion: Results identified a set of current supervisory strategies in use, promoting professional development, namely, the critical-reflexive analysis of practices. However, several constraints of individual and contextual nature were found to interfere with the operationalization of this strategy, meaning that further research is needed.
The aim of this study was to measure structural empowerment (SE) and capture short-term changes in perception for senior nurse leaders before and after a formal development experience.
The body of ...literature related to SE in senior nurse leaders is limited. Applying the SE concept to senior levels of nursing leadership provides a vehicle to impact nurse leader retention and ultimately the organization beyond singular units.
The Advanced Leadership Program (ALP) was designed in collaboration with the American Nurses Association to support personal and professional development for senior nurse leaders. The sample included 28 participants from the United States and the United Kingdom over a 6-month period.
The effect of the intervention was seen in the postintervention survey rating SE higher in 5 of 7 domains as compared with the preintervention survey, reduction in overall turnover, and improvements in patient experience scores. Additionally, the participants evaluated the program in top categories, and comments were highly positive around peer support, improved working relationships, and expectations.
The ALP has shown promise in strengthening SE for senior nurse leaders by supporting leadership skill development, follow-up training, and peer network development.
The United Kingdom (UK), alongside other industrialised countries, is experiencing a shortage of nurses partly due to low retention rates. Job satisfaction has been highlighted as a contributing ...factor to intent to leave and turnover, yet this is a complex area with many elements affecting its measurement.
The aim of this paper is to explore the impact of job satisfaction components on intent to leave and turnover for hospital-based nurses in order to identify the most influential factors.
To achieve this, a systematic search of the literature was undertaken to identify relevant international research. Three databases (i.e. BNI, CINAHL and PsychInfo) were utilised, resulting in nine articles that met the inclusion criteria. Four recurrent themes were identified in the literature: leadership, educational attainment, pay and stress.
The key findings suggest that stress and leadership issues continue to exert influence on dissatisfaction and turnover for nurses. Level of education achieved and pay were found to be associated with job satisfaction, although the results for these factors were not consistent.
Investigating possible changes over time in sources of dissatisfaction revealed that factors related to the work environment rather than individual or demographic factors were still of most importance to nurses’ turnover intentions. The differences found to occur across work settings necessitates analysis of job satisfaction at ward level, and the contribution of qualitative methods to develop more detailed insight is emphasised. The inconsistent findings over time associated with the effects of educational attainment and pay on intent to leave suggest that it is imperative that sources of job satisfaction are reassessed in the light of ongoing changes.
This paper describes the development and implementation of the INFO (immediate, not for personal assessment, fast facilitated feedback, and opportunity to ask questions) clinical debriefing process. ...INFO enabled charge nurses to facilitate a group debriefing after critical events across three adult emergency departments (EDs) in Calgary, Alberta. Prior to implementation at our institutions, ED critical event debriefing was a highly variable event. Post-implementation, INFO critical event debriefings have become part of our ED culture, take place regularly in our EDs (254 documented debriefings between March 2016 and September 2017), with recommendations arising from these debriefings being introduced into clinical practice. The INFO clinical debriefing process addresses two significant barriers to regular ED clinical debriefing: a lack of trained facilitators and the focus on physician-led debriefings. Our experience shows that a nurse-facilitated debriefing is feasible, can be successfully implemented in diverse EDs, and can be performed by relatively inexperienced debriefers. A structured approach means that debriefings are more likely to take place and become a routine part of improving team management of high stakes or unexpected clinical events. Il sera question, dans le présent article, de l’élaboration et de la mise en œuvre du processus de réunion-bilan clinique, appelée INFO (d’après l’anglais
Immediate, Not for personal assessment, Fast facilitated feedback and Opportunity to ask questions). La formule INFO permet à des infirmières responsables d’animer des réunions de bilan clinique après des événements très graves, dans trois services des urgences (SU) pour adultes, à Calgary (Alberta, Canada). Avant la mise en œuvre du processus dans les établissements en question, la tenue de réunions-bilan consécutives à des événements gravissimes au SU était très variable; depuis la mise en œuvre de la démarche, ces réunions font partie intégrante de la culture du personnel de soins et ont lieu fréquemment dans les trois SU participants (254 réunions-bilan documentées entre mars 2016 et septembre 2017). De plus, les recommandations formulées au cours de ces réunions trouvent maintenant écho en pratique clinique. Le processus des séances INFO vise à surmonter deux obstacles importants à la tenue habituelle de réunions-bilan clinique au SU, soit le manque d’animateurs formés et le point de mire sur les réunions animées par les médecins. L’expérience montre qu’il est possible de tenir des réunions-bilan animées par des infirmières, d’implanter ce type de réunion dans divers SU et de confier la conduite de ces réunions à des animateurs ayant relativement peu d’expérience. Le processus structuré d’INFO rend plus probable la tenue de réunions-bilan et fait de celles-ci un composant de l’amélioration de la gestion collective d’événements à grands enjeux ou d’événements cliniques imprévus.
We all know great leadership when we see it. Outstanding nurse leaders, guided by a moral compass, simultaneously see the big picture and the consequences at micro level. While policy and politics ...determine health and nursing practice, most nurses just want to get on with their day job. They carry out decisions made by others but have little say in them, and weak influence or status, although they are increasingly knowledgeable and skilled. In settings where policy decisions are made ‐ parliaments, governments, and boardrooms ‐ nurse leaders are often neither heard nor heeded. This is starting to change. The global Nursing Now campaign is working with the International Council of Nurses, and the World Health Organization, to create and strengthen strategic nursing leadership, as modelled by the International Council of Nurses’ Global Nursing Leadership Institute. A new window of opportunity is opening, with the bicentennial of Florence Nightingale's birth in 2020. Now is the moment!
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