Figure 1 - uploaded by Cynthia Baxter
Content may be subject to copyright.
The Nurse Manager Leadership Partnership Learning Framework, copyright 2006, by the American Organization of Nurse Executives (AONE). All rights reserved. 1,2
Source publication
In the increasingly complex environment of healthcare, thenurse manager provides vital leadership for healthy workenvironments, positive patient outcomes, and achievement oforganizational goals. However, the development of skillscritical for success is often overlooked, and new nurse man-agers struggle during their role transition from a clinicalpr...
Similar publications
Objective
The increasing complexity of the healthcare environment calls for increasing emotional intelligence (EI) competence in nurses. This study assessed the EI competence of 164 baccalaureate nursing alumni who graduated during the years 2007-2010 from three Benedictine institutions located in the Midwestern United States to see if there was gr...
Citations
... These two avenues-professional training and succession planning-can be understood as crucial to NUMs in this study, all of whom have had little, if any, managerial training. Past studies have found that NUMs often move to more administrative roles with minimal skills and knowledge around people management (Baxter & Warsawsky, 2014). The lack of preparedness means that NUMs learn how to manage staff-and consequently, their psychological contracts-through trial and error. ...
Introduction
Little is written about the management of psychological contracts by nurse unit managers (NUMs) in critical care settings and how this perspective contributes to the performance, experiences, and views of nurses and nursing teams. Psychological contracts are important regulators of the employer–employee relationship, with managers (NUMs) being the embodiment of the employer in managing the contract.
Objectives
This qualitative study answers a call for research on the NUM perspective of the psychological contract given the role they play in the wellbeing of critical care nurses and quality of care provided. The study aims to understand the expectations and obligations that constitute the psychological contract NUMs have with their nursing teams, the nature of the contract, and how NUMs practically manage these aspects on their teams.
Methods
Using an interpretive qualitative research design and a purposive sampling technique, semi-structured interviews were conducted with 10 of the 14 NUMs from a public health facility about critical incidents relating to their obligations and expectations of managing critical care nurses.
Results
A thematic analysis of their responses revealed five main themes that represent the contents of their psychological contracts with critical care nurses: professional commitment and obligation; leading by example; trust and support; teamwork; and on-the-job training and further development. In their discussion of these components, the NUMs also revealed how they manage the psychological contract with nurses.
Conclusion
Based on the expectations and obligations NUMs hold with their staff, their psychological contracts were found to be largely relational, with elements of the balanced type, suggesting that they rely on interpersonal connection and coordination, as well as knowledge dissemination, to uphold the contract. This contract appears to be effective in inculcating the commitment of nurses to their profession and professional standards through the building of trust and offering of support. However, recommendations are offered to ensure NUMs are best prepared to sustain these psychological contracts and continue to support nurse wellbeing and related patient care.
... For the integration of nurses at various levels of organizational management and governance, the nurses must expand competencies related to management that go beyond the scope of nursing (Baxter and Warshawsky, 2014;González García et al., 2020). For example, one core competencies are the collective learning of the organization, especially with regard to skills related to the production of service, so that all necessary knowledge and technologies are integrated (Higgins, 1995;Tampoe, 1994). ...
Introduction
One vital strategy for the success of healthcare organisations currently resides in the capacity of the nurse managers (NMs) to develop informatics competencies in management.
Aim
The aim of this review was to synthesise the evidence related to the informatics competencies of NMs in healthcare settings.
Methods
The databases of PubMed, Web of Science, Scopus and Education Resources Information Center were searched. All publications were accepted if they had been published in English and full texts were accessible. The study was carried out using a systematic literature search of work published between January 2000 and December 2021. The Endnote v.17 software was used to facilitate reference management. Quality assessment of publications was carried out independently by two reviewers using the Critical Appraisal Skills Programme guidance. A descriptive summary with data tables was produced to summarise the literature.
Results
After screening the search results, 12 studies published between the period 2001 and 2019 met the inclusion criteria. Analysis of the included studies led to the classification of informatics competencies in three main themes: skills related to work with computers (four sub-themes), informatics skills of NMs (three sub-themes) and knowledge of NMs about informatics (five sub-themes).
Conclusion
These systematic review results can lead to the identification of informatics competency gaps and recommend and provide solutions to address these gaps and increase competencies for nursing managers.
... A liderança coaching é definida como processo que influencia a equipe, desenvolvendo habilidades, atitudes e conhecimentos para o alcance de metas, mediante elementos, como a comunicação, o feedback, apoio e influência (48) . O clima de segurança que transpassa a assistência ao paciente melhora à medida que as características das dimensões coaching são aplicadas e constatadas pelos técnicos de enfermagem (6) , indo ao encontro do ressaltado em pesquisa que afirma que o líder coaching propicia ambientes de trabalho mais salubres, gerando resultados significativos para a equipe e pacientes (49) . Outro estilo de liderança abordado por autores foi a liderança ética (25) . ...
Objective:
to identify the knowledge produced in the literature about the influence of nurse leadership on the safety of hospitalized patients.
Method:
integrative review with search in LILACS, PubMed, EMBASE, Scopus and Web of Science databases. Original articles published between 2017 and 2022 in Portuguese, English or Spanish were included. Theses, dissertations, editorials and reviews were excluded. The sample of 1610 articles was analyzed.
Results:
based on the 12 articles included, three categories were listed: influence of leadership on the team to ensure patient safety; consequences of leadership influence on patient safety; leadership styles/models that influence patient safety.
Final considerations:
nursing teams are influenced by their leadership; therefore, a consolidated safety culture is nurtured by effective leadership, committed, prioritizing and supporting safe practices and behaviors supported by positive and contemporary leadership styles in achieving qualified and safe care.
... 33 In order to increase the reliability level of the organization and to develop the management structure, managers should not be in a position of "blaming others" for mistakes and create a culture of open communication about preventing mistakes. 34 Executive nurses should have knowledge regarding the processes used in patient care standards, coordinated care, existing nursing practices, and health service delivery. In addition, manager nurses are expected to follow policies related to health services and to take a representative role in the processes related to nursing laws and other regulations. ...
... It is stated that manager nurses who are considered successful are effective in creating practice environments that create effective patient care results. 34 The results of another study conducted by Baxter and Warshawsky also support these results, and it was stated that manager nurses are effective in creating positive patient outcomes and positive working environments, and also they positively affect the quality of nursing care. 34 To this end, nurses in managerial positions need to create healthy working environments for all employees, and while developing and maintaining this, they should also have the competencies that will enable them to achieve organizational goals. ...
... 34 The results of another study conducted by Baxter and Warshawsky also support these results, and it was stated that manager nurses are effective in creating positive patient outcomes and positive working environments, and also they positively affect the quality of nursing care. 34 To this end, nurses in managerial positions need to create healthy working environments for all employees, and while developing and maintaining this, they should also have the competencies that will enable them to achieve organizational goals. 33 Executive nurses are expected to be competent not only in assessing quality, safety, and productivity but also in establishing an atmosphere of trust among employees to maintain excellent nursing practices. ...
... Συχνά, το προσωπικό θεωρεί ότι οι προϊστάμενοι είναι κλινικά έμπειροι και εμπειρογνώμονες στη νοσηλευτική με ηγετικές γνώσεις, αλλά και υπεύθυνοι για τη διατήρηση και την αξιολόγηση των προτύπων των τμημάτων τους. 34 Αν και η θετική συσχέτιση της εργασιακής ικανοποίη-σης με τις διάφορες μορφές ηγεσίας είναι γνωστή από παλαιότερα, 35 λίγα είναι γνωστά από τις υπάρχουσες μελέτες για τη συσχέτιση της εργασιακής ικανοποίησης με την ηγεσία που στηρίζει και προωθεί την ΠΒΕ. Η αποτελεσματική ηγεσία σχετίζεται σε μεγάλο βαθμό με την εργασιακή ικανοποίηση του νοσηλευτικού προσωπικού και τις διάφορες μορφές ηγεσίας των προϊστάμενων (κυριότερα το μετασχηματιστικό ή το συναλλακτικό) και συμβάλλουν στην αποτελεσματικότερη φροντίδα υγείας και την ικανοποίηση ασθενών και νοσηλευτών. ...
Introduction: Leadership contributes to promoting change and innovation and is crucial to facilitating a positive
climate of support for the implementation of evidence-based practice (EBP). Besides, the nursing leadership model
is strongly associated with the job satisfaction of the nursing staff. Aim: The aim of the study was to investigate the
relationship between nursing EBP supportive leadership model and the level of job satisfaction of the nursing staff
in a tertiary military hospital of Athens. Materials and Methods: The sample of the study consisted of the nursing
staff who worked in nursing wards of a tertiary military hospital of Athens, while the head nurses were excluded.
Three questionnaires were distributed included a demographics and job data form, the Job Satisfaction Survey (JSS)
and the Implementation Leadership Scale (ILS). Statistical analysis was performed using the SPSS 22.0 and the level
of statistical significance was set at p <0.05. Results: Sample consisted of 100 persons of the nursing staff (response
rate 83.33%). 59% of the sample were women, 49% were aged 22-35 years old and 30% were nursing assistants. The
overall average for job satisfaction was 108.5, which indicates neutrality. The first dimension for which the nurses
expressed high satisfaction is the “supervision” (mean = 17.05) and the last dimension was the “salary” (mean = 8.2).
From the ILS, it was found that head nurses had great knowledge about EBP (Knowledgeable leadership, mean =
9,12), while they do not seem to have provided enough means to develop plans and standards for its implementation
(Proactive leadership, mean = 6.95). Finally, a positive and strong correlation was found between overall job satisfaction and the Proactive Leadership (p<0.001), Informed Leadership (p<0.001), Supportive Leadership (p<0.001), and
Persistent Leadership (p<0.001) dimensions of the ILS scale Conclusions: There is a positive and strong correlation
between job satisfaction of the nursing staff and EBP implementation supportive leadership model. The adoption and
promotion of EBP by the head nurses contribute to the improvement of the provided health care and the satisfaction
of patients and nursing staff.
... A liderança coaching é definida como processo que influencia a equipe, desenvolvendo habilidades, atitudes e conhecimentos para o alcance de metas, mediante elementos, como a comunicação, o feedback, apoio e influência (48) . O clima de segurança que transpassa a assistência ao paciente melhora à medida que as características das dimensões coaching são aplicadas e constatadas pelos técnicos de enfermagem (6) , indo ao encontro do ressaltado em pesquisa que afirma que o líder coaching propicia ambientes de trabalho mais salubres, gerando resultados significativos para a equipe e pacientes (49) . Outro estilo de liderança abordado por autores foi a liderança ética (25) . ...
... Due to the increasing responsibilities that the nurse executives must address, extensive training-including adaptation to complex environments and competencies-are often required, for which a doctoral level is preferable (Clark, 2012). While management competencies are an essential resource to identify, guide and train nurse executives (Meadows & Dwyer, 2015), such competence training in management must go beyond the field of nursing (Baxter & Warshawsky, 2014;Chase, 2012;DeOnna, 2006). ...
statement
What is already known about this topic? The Nurse Executive has a very complex role in health care and has a great impact in institutional governance and sustainability of health‐care organizations, improving quality of care and patient outcome.
The necessary competencies for nurse executives are usually not clearly defined, which could explain the lack of conceptualization of their roles.
Little research has been addressed to competencies for nurse executives in any countries.
What this paper adds? Fifty‐one competencies were defined, structured according to their defining characteristics in six dimensions: management; communication and technology; leadership and teamwork; knowledge of the health system; nursing knowledge and personality.
The level of development of each competency ranged across ‘competent’, ‘very competent’ and ‘expert’.
The training needed for nurse managers is at master's and doctoral study levels.
The implications for this paper: This model has implications for organizational policies, the efficiency of organizations and their sustainability, as well as for the education and practice of nursing management
The proposed model contributes to the definition of the nurse executives' functions, their selection processes, the design of their curriculum in traditional academic institutions and to continuous professional development programs by organizations.
A better understanding of competencies is likely to provide information on interventions that can improve nurses' work environment, patient care, patient safety and organizational outcomes.
... Así pues, para identificar, orientar y formar a las gestoras enfermeras, las competencias de gestión son un recurso esencial (11). Esta formación competencial en gestión debe ir más allá del ámbito de la Enfermería (12)(13)(14). Aunque no existe una definición estándar de la competencia directiva (15) se puede definir como una correcta combinación y aplicación de conocimientos, actitudes y habilidades de las gestoras enfermeras en funciones específicas de gestión que se observan y miden como un comportamiento (16). ...
... Son yüzyıldaki küresel rekabette başarılı olmak isteyen kurum ve kuruluşlar, kaynaklarını doğru yönde kullanabilmek adına sağlık kurumları yöneticilerinin beceri ve yetkinliklerini önemsemeye başlamışlardır (1). Giderek karmaşıklaşan hastanelerdeki sağlık bakım hizmetleri, hizmet yapıları, sağlık bilgi teknolojilerinin etkin bir şekilde kullanılması, profesyonel bakım uygulamalarındaki gereksinimlerin karşılanması, karmaşık ve dinamik yapısıyla yüksek düzeyde uzmanlaşma gerektiren yönetim şekli gibi birçok zorlukla karşı karşıyadır (2,3). Bu zorluklar göz önünde bulundurulduğunda, hastane yöneticilerinden beklenenler, yönetim süreçleri ve yönetim reformları önemle üzerinde durulması gereken konulardandır (4,5,6 GT: Araştırmanın tasarımı, makalenin yazımı ve son kontroller. ...
... She sought a mentorship relationship that would help increase her financial understanding and competencies in the fiscal management of human resources, a key managerial competency as described by the American Organization for Nursing Leadership (AONL) in the domain of The Science: Managing the Business. 4,5 As members of ONL NJ, both authors as mentee and mentor attended mentoring educational seminars offered through ONL NJ. The mentee reached out to the mentorship committee using a specific form to request a mentor "match" based on her goals. ...
The Organization of Nurse Leaders of New Jersey has had a formal statewide nurse leader mentoring program since 2014 to develop leadership talent. Learn how a mentoring dyad helped them improve competencies in optimizing resource management.
