Journal articles: 'Nurse Managers'

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Taie, Eman Salman, Nessma Nehmedo Amine, and Amira Fathy Akeel. "Emerging Nurse Manager’s Resilience and Their Empowering Behavior during COVID-19." Psych 4, no. 4 (October 11, 2022): 788–802. http://dx.doi.org/10.3390/psych4040058.

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Background: The COVID-19 pandemic exacerbated tensions and tested the resiliency of many nursing leaders. Resilience enables head nurses to cope with their work environment challenges, and maintain healthy psychological activity. Moreover, their empowering behavior represents the vehicle to transform traumatic events such as the COVID-19 pandemic to create a high-quality work environment. Aim: To explore the relationship between nurse manager resilience and empowering leader behavior during COVID-19. Method: This is a descriptive correlational study. The study subjects consisted of two groups: head nurses (44) and staff nurses (284). The study was conducted at Benisuef University Hospital. Two tools were used for collecting data; nurse managers’ resilience scale, and staff nurses’ perceived empowering behavior during the COVID-19 pandemic via questionnaire. Results: In total, 50% of nurse managers had high resilience skills levels, about one-third of them (34.1%) had moderate levels and only 15.9% had low resilience skills levels. Furthermore, with regard to empowering leadership behavior levels as perceived by staff nurses during COVID-19; 66.9% of them perceived it high, 29.2% reported a moderate level of empowering behavior, and only 3.9% perceived low levels. Finally, there was a highly statistically significant positive correlation between nurse manager’s resilience skills levels and staff nurses’ perception of empowering behavior during COVID-19. Conclusions: Half of the nurse managers had high resilience skills, and only 15.9% had low levels. Two-thirds of staff nurses perceived high levels of their nurse manager’s empowering behavior during COVID-19, in comparison to only 3.9% who perceived low levels. There was a highly statistically significant positive correlation between nurse manager’s resilience skills levels and perceived empowering behavior during COVID-19.

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Armstrong-Stassen, Marjorie, Michelle Freeman, Sheila Cameron, and Dale Rajacic. "Nurse managers’ role in older nurses’ intention to stay." Journal of Health Organization and Management 29, no. 1 (March 16, 2015): 55–74. http://dx.doi.org/10.1108/jhom-02-2013-0028.

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Purpose – The purpose of this paper is to propose and test a model of the underlying mechanisms linking perceived availability of human resource (HR) practices relevant to older nurses and older nurses’ intentions to stay with their hospitals. Design/methodology/approach – Quantitative data were collected from randomly selected older registered nurses (N=660) engaged in direct patient care in hospitals in Canada. Structural equation modelling was used to test the hypothesized model. Findings – The relationship between perceptions of HR practices (performance evaluation, recognition/respect) and intentions to stay was mediated by the perceived fairness with which nurse managers managed these HR practices and nurse manager satisfaction. When nurse managers were perceived to administer the HR practices fairly (high perceived procedural justice), older nurses were more satisfied with their nurse manager and, in turn, more likely to intend to stay. Research limitations/implications – The cross-sectional research design does not allow determination of causality. Practical implications – It is important that nurse managers receive training to increase their awareness of the needs of older nurses and that nurse managers be educated on how to manage HR practices relevant to older nurses in a fair manner. Equally important is that hospital administrators and HR managers recognize the importance of providing such HR practices and supporting nurse managers in managing these practices. Originality/value – The findings increase the understanding of how HR practices tailored to older nurses are related to the intentions of these nurses to remain with their hospital, and especially the crucial role that first-line nurse managers play in this process.

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Aslam, Sumaira, Muhammad Afzal, Muhammad Sabir, Shumaila Aslam, and Syed Amir Gilani. "Characteristics of Nurse Manager’s Recognition Behavior and its Relation to Sense of Coherence of Registered Nurses." International Journal of Social Sciences and Management 5, no. 3 (July 27, 2018): 146–54. http://dx.doi.org/10.3126/ijssm.v5i3.20603.

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Background: The recognition behavior firmly impacts the job and an enormously essential factor for the restraint of burnout and the advancement of maintenance. Moreover, among inner factors that may influence workers’ emotional well-being, sense of coherence (SOC) is an essential impression from the perspective of the salutogenic hypothesis and stress recognition style. Objectives: To determine the Characteristics of the Nurse Manager's Recognition Behavior and its Relation to Sense of Coherence of Registered Nurses. Methodology: The study design is quantitative cross-sectional study The questioner of Characteristics of Nurse Manager’s Recognition Behavior and its Relation to Sense of Coherence of Registered Nurses was adopted from the article of Miyata, Chiharu (Miyata et al., 2014). This is based on 7-point Likert scale. The data was collected from 211 nurses of Jinnah Hospital, Lahore, Pakistan. Conclusion: This examination uncovered that recognition behavior of nurse managers were successful in enhancing the SOC of registered nurses. Hence, recognition behavior of managers is a practical advance towards enhancing nurses' capacity to adapt to pressure and, thusly, encourage self-acknowledgment. The capacity to adapt to pressure can be helped by managers who can utilize proper acknowledgment conduct, as requested for by registered nurses. This objective can be proficient by considering singular staff individuals, profession advancement as a pro and checking on nurse manager's responsibilities. Int. J. Soc. Sc. Manage. Vol. 5, Issue-3: 146-154

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Eksi, Pinar, and Ayse Nefise Bahcecik. "The efficiency levels of the nurse managers in communication." New Trends and Issues Proceedings on Advances in Pure and Applied Sciences, no. 10 (September 28, 2018): 114–20. http://dx.doi.org/10.18844/gjpaas.v0i10.3752.

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Aim is to predicate efficiency levels of the nurse managers in communication. The sample constituted 108 nurses. The socio-demographical characteristics of the nurses and the nurse managers were inquired. The efficiency levels of the nurse managers in communication were evaluated with the ‘Communication Efficiency Scale’. SPSS for Windows 12.0 Program was used in the data evaluation. When the demographical characteristics of nurse managers have been compared with communication level, there was not found a statistically significant correlation (p ˃ 0.05). But the nurse managers who are over 40 ages, license grad and had a long time professional experience were found conspicuous because of their high communication scores. As a result, it was determined that the ‘Communication Efficiency Scale’ is reliable and valid and can be used in these studies and the efficiency levels of the nurse managers who work in a Training and Research Hospital in İstanbul are enough.Keywords: Nurse, manager, communication, scale

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Chiu, Wilfred, and Donna Wilson. "Resolving the Ethical Dilemma of Nurse Managers Over Chemically-Dependent Colleagues." Nursing Ethics 3, no. 4 (December 1996): 285–93. http://dx.doi.org/10.1177/096973309600300402.

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This paper addresses the nurse manager's role regarding chemically-dependent nurses in the workplace. The manager may intervene by: terminating the contract of the impaired colleague; notifying a disciplinary committee; consulting with a counselling committee; or referring the impaired nurse to an employee assistance programme. A dilemma may arise about which of these interventions is ethically the best. The ethical theories relevant to nursing involve ethical relativism, utilitarianism, Kantian ethics, Kohlberg's justice, and Gilligan's ethic of care. Nurse managers first need to understand these theories in order to clarify their own perceptions and attitudes towards chemical dependency, and then satisfactorily resolve this ethical dilemma. Education and social learning are routes to a better understanding of chemical dependency and to broadening the ethical dimensions of nurse managers.

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Mohamed, Fatma R., and Hanaa Mohamed Ahmed. "Clinical supervision factors as perceived by the nursing staff." Journal of Nursing Education and Practice 9, no. 6 (March 6, 2019): 67. http://dx.doi.org/10.5430/jnep.v9n6p67.

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Objective: Assess clinical supervision factors as perceived by nurses and first line nurse managers at Assiut University Hospital, and explore the relationships among personal characteristics and clinical supervision factors of studied nurses and first line nurse managers.Methods: A descriptive design was utilized in Medical and Surgical departments at Assiut University Hospital for A convenience sample of first line nurse managers (N = 30) and nurses (N = 151) by using study tools for nurses included two parts: 1) personal characteristics data sheet; 2) clinical supervision factors, and Study tool for first line nurse managers included two parts: 1) personal characteristics data sheet; 2) clinical supervision factors.Results: The highest mean scores were in trust and rapport & Supervisor advice and support of clinical supervision factors among the studied nurses. While among first line nurse managers' the highest mean scores were in improved care and skills & personal issues and reflection of clinical supervision factors.Conclusions: The most important clinical supervision factors which had the positive correlations were between finding time and ward atmosphere with age & years of experience with importance and value of clinical supervision among the studied first line nurse managers, while there was a negative significant correlation between age and trust and rapport & leadership style of the ward manager among the studied nurses. Nurse Managers should direct, monitor and evaluate the staff nurses through scientific standards of supervision as recommendation for the study results.

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Ominyi, Jude, and Chinwe Florence Samantha Ezeruigbo. "How nurse manager’s position in the hospital hierarchy influences evidence-based practice implementation in nursing: A qualitative case study of the Nigerian acute care setting." Journal of Nursing Education and Practice 9, no. 6 (January 30, 2019): 14. http://dx.doi.org/10.5430/jnep.v9n6p14.

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Background and objective: Evidence-based practice (EBP) is widely acknowledged as an essential aspect of healthcare delivery. Nurse managers are expected to contribute to the development of organisational cultures promoting EBP. However, there are indications that nurse managers are not necessarily empowered to drive implementation due to hierarchical constraints. This study explores how nurse manager’s position in the hospital hierarchy influences EBP implementation in nursing, in the Nigerian acute care settings.Methods: A qualitative case study methodology is utilised to gather data from two large acute care settings in Nigeria. Drawing on semi-structured interview, twenty-one ward managers and two nurse managers were interviewed. Data were transcribed and inductively analysed to generate four overarching themes.Results: Nurse managers were hugely constrained by lack of autonomy to mobilise resources for EBP related activities. The hierarchical structure of the settings promoted top-down decision-making processes which in turn, limited nurse manager’s visibility in the boardroom. Consequently, nurse managers were excluded from key strategic planning within the organisation and could not drive EBP implementation.Conclusions: Findings highlight need for nurse managers to have greater visibility and managerial influence to enable them create opportunities for implementation of EBP in nursing. Implications for nursing management: Administratively, there is need for nurses to have greater involvement in management. Adequate authority and leadership visibility as well as managerial influence would enable nurse managers create opportunities for successful implementation.

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Barrachina, Alex, and Víctor M. González-Chordá. "Error reporting and the performance of nursing management: a game-theoretic study." IMA Journal of Management Mathematics 31, no. 4 (January 15, 2020): 445–68. http://dx.doi.org/10.1093/imaman/dpz019.

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Abstract The interaction between nurses and their managers is a very important factor in nurses’ error reporting behaviour, which is crucial to improving patient safety in healthcare organizations. However, little theoretical work has been undertaken to analyse this interaction. This paper uses a game-theoretic principal–agent framework with asymmetric information to study this interaction. We suppose that the principal (the nurse manager) asks the agent (the nurse) to perform a task with a certain patient. In case a mistake is made while treating the patient, the nurse has to decide whether to report it to the manager, who can observe whether the patient suffered an accident. We consider different manager’s leadership styles and analyse their performance in obtaining error notification from nurses in this framework.

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Stuedahl, Marit, Sidsel Vold, Pål Klepstad, and Siv Karlsson Stafseth. "Interrater reliability of Nursing Activities Score among Intensive Care Unit health professionals." Revista da Escola de Enfermagem da USP 49, spe (December 2015): 117–22. http://dx.doi.org/10.1590/s0080-623420150000700017.

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ABSTRACT Objective To analyze the interrater reliability of NAS among critical care nurses and managers in an ICU. Method This was a methodological study performed in an adult, general ICU in Norway. In a random selection of patients, the NAS was scored on 101 patients by three raters: a critical care nurse, an ICU physician and a nurse manager. Interrater reliability was analyzed by agreement between groups and kappa statistics. Results The mean NAS were 88.4 (SD=16.2) and 88.7 (SD=24.5) respectively for the critical care nurses and nurse managers. A lower mean of 83.7 (SD=21.1) was found for physicians. The 18 medical interventions showed higher agreement between critical care nurses and physicians (85.6%), than between critical care nurses and nurse managers (78.7). In the five nursing activities the Kappa-coefficients were low for all activities in all compared groups. Conclusion The study indicated a satisfactory agreement of nursing workload between critical care nurses and managers.

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Porte-Gendron, RW, T. Simpson, KK Carlson, and ME Van de Kamp. "Baccalaureate nurse educators' and critical care nurse managers' perceptions of clinical competencies necessary for new graduate baccalaureate critical care nurses." American Journal of Critical Care 6, no. 2 (March 1, 1997): 147–58. http://dx.doi.org/10.4037/ajcc1997.6.2.147.

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BACKGROUND: Although nurse educators and nurse managers have disagreed about which clinical competencies are necessary for new graduates to begin working in critical care, the competencies are in need of revision and reassessment. OBJECTIVES: To validate a list of beginning-level competencies and to compare baccalaureate nurse educators' and critical care nurse manager's current perceptions of beginning clinical competencies for new baccalaureate graduates in critical care settings. METHODS: An expert panel of nurses from across the United States critiqued a questionnaire about which clinical competencies were considered relevant to critical care nursing practice. The revised questionnaire, containing 105 clinical competencies, was mailed to a randomly selected sample across the United States. Forty-one baccalaureate nurse educators and 41 critical care nurse managers completed the mail survey questionnaire (94% response rate) by rating the necessity ("essential," "desired," or "not required") of the clinical competencies for new baccalaureate nurses. RESULTS: A high degree of agreement was generally seen between nurse educators and nurse managers on the necessity ratings of the 105 competencies. The majority of nurse educators and nurse managers rated 81 of the 105 competencies as either "essential" or "desirable." Only five competencies showed considerable disagreement between nurse educators and nurse managers, and none of these competencies were rated "essential" by more than a few raters in either group. CONCLUSIONS: The agreement between nurse educators and nurse managers supports a competency list for baccalaureate nursing curricula and hospital inservice programs to integrate new graduates into critical care.

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Choi, Pin-Pin, Wai-Man Lee, Suet-Shan Wong, and Mei-Ha Tiu. "Competencies of Nurse Managers as Predictors of Staff Nurses’ Job Satisfaction and Turnover Intention." International Journal of Environmental Research and Public Health 19, no. 18 (September 12, 2022): 11461. http://dx.doi.org/10.3390/ijerph191811461.

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Nurse managers have played an integral role in stabilizing the nursing work environment and workforce in the face of the COVID-19 pandemic, yet the competencies required for such a feat are largely unknown. This study was conducted during the pandemic to identify the specific domains of nurse manager competencies that associate with nurse outcomes. A cross-sectional survey was conducted on a convenience sample of 698 staff nurses to measure the perceived competence of their nurse managers and their job satisfaction and turnover intention levels. The overall perceived nurse manager competency level in our sample was 3.15 out of 5 (SD = 0.859). The findings indicated that 34.3% of nurses were dissatisfied with their current jobs, and 36.3% of nurses were considering leaving their current workplace. Regression analyses identified “Team Communication and Collaboration” (β = 0.289; p = 0.002), “Staff Advocacy and Development” (β = 0.229; p = 0.019), and “Quality Monitoring and Pursuance” (β = 0.213; p = 0.031) as significant predictors of staff nurses’ job satisfaction and “Staff Advocacy and Development” (β = −0.347; p < 0.000) and “Team Communication and Collaboration” (β = −0.243; p = 0.012) as significant predictors of nurses’ turnover intention. The findings of the study have implications for the future recruitment, training, and performance evaluation of nurse managers.

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Ganz, Freda D., Nurit Wagner, and Orly Toren. "Nurse middle manager ethical dilemmas and moral distress." Nursing Ethics 22, no. 1 (January 29, 2014): 43–51. http://dx.doi.org/10.1177/0969733013515490.

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Background: Nurse managers are placed in a unique position within the healthcare system where they greatly impact upon the nursing work environment. Ethical dilemmas and moral distress have been reported for staff nurses but not for nurse middle managers. Objective: To describe ethical dilemmas and moral distress among nurse middle managers arising from situations of ethical conflict. Methods: The Ethical Dilemmas in Nursing–Middle Manager Questionnaire and a personal characteristics questionnaire were administered to a convenience sample of middle managers from four hospitals in Israel. Results: Middle managers report low to moderate levels of frequency and intensity of ethical dilemmas and moral distress. Highest scores were for administrative dilemmas. Conclusion: Middle managers experience lower levels of ethical dilemmas and moral distress than staff nurses, which are irrespective of their personal characteristics. Interventions should be developed, studied, and then incorporated into institutional frameworks in order to improve this situation.

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Lourenço, Maria Regina, Gilberto Tadeu Shinyashiki, and Maria Auxiliadora Trevizan. "Management and leadership: analysis of nurse manager's knowledge." Revista Latino-Americana de Enfermagem 13, no. 4 (August 2005): 469–73. http://dx.doi.org/10.1590/s0104-11692005000400002.

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Nurses have assumed management positions in many health institutions. To properly accomplish the demands of this role, it is important that they be competent in both management and leadership. For appropriate performance, knowledge of management and supervision styles is a priority. Therefore, the goal of this investigation is to identify the nurse manager's knowledge regarding management and leadership. A structured questionnaire containing twenty-seven questions was applied to twelve Brazilian nurse managers of primary care center called "Family Basic Health Units". Data analysis suggested that the nurse manager lower knowledge in management and leadership is related to visionary leadership, management and leadership conceptual differences, leader's behavior, and situational leadership. And, nurse manager greater knowledge is related to power; team work, and coherence between values and attitudes.

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Vasset, Frøydis, Lisbeth Fagerstrøm, and Marianne Louise Frilund. "Nurse leaders' changing roles over 25 years: a qualitative study." Leadership in Health Services 36, no. 1 (August 3, 2022): 125–39. http://dx.doi.org/10.1108/lhs-03-2022-0025.

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Purpose The purpose of this study is to emphasise nurses’ experiences of nurse leaders' changing roles over 25 years. Design/methodology/approach A qualitative study was performed with individual interviews of eight nurse managers. From Norway and Finland, all nurse managers with more than 25 years of experience and working in specialist health care and primary health care were included in the study. Findings These nurse managers have a lot of knowledge and resolved conflicts using improved methods and have experienced continuous change. The role of nurse manager ranges from bedside to exclusive administrative work. The organisations have become more extensive, and the staff has grown. These changes have led to many challenges and more complex organisations. Research limitations/implications Nurse managers who have worked for over a 25-year period had useful experience and could handle many new challenges. They can change themselves and their organisation tasks over time and follow the development of society. Originality/value Based on their experiences as novices at the beginning of their career, the informants demonstrate their development to the level of expert manager.

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Manoppo, Inggerid Agnes, and Rr Tutik Sri Hariyati. "Usefulness of Electronic Medical Records Technology for Nurse Managers: A Literature Review." STRADA Jurnal Ilmiah Kesehatan 10, no. 2 (November 17, 2021): 1509–17. http://dx.doi.org/10.30994/sjik.v10i2.856.

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Nurse managers play an important role in evaluating medical records through management activities, namely planning, organizing, actuating and controlling (POAC) that are carried out conventionally. Nurse managers play an important role in evaluating medical records through management activities, namely planning, organizing, actuating and controlling (POAC) that are carried out conventionally. Now medical records have evolved into integrative Electronic Medical Records (EMR). This review aims to explore the usefulness of EMS technology for nurse managers. Literature searches use two database sources namely ProQuest and Google Scholar with boolan search "Electronic Medical Records for nurse manager". Identified 9 articles worthy of review. The total participants of the entire article were 1539 people consisting of doctors and nurses (implementers and managers). It found that EMR is very useful for nurse managers, can increase productivity, facilitate the documenting of nursing care and improve the quality of care through an integrated system

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Mansoorian, MR, M. Hosseiny, and SH Khosravan. "Nurse Managers’ Performance from Nurses’ Perspective." Iran Journal of Nursing 27, no. 92 (February 1, 2015): 73–81. http://dx.doi.org/10.29252/ijn.27.92.73.

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Ofei, Adelaide M. A., and Yennuten Paarima. "Perception of nurse managers’ care coordination practices among nurses at the unit level." International Journal of Care Coordination 24, no. 1 (March 2021): 17–27. http://dx.doi.org/10.1177/2053434521999978.

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Introduction Nursing practice demands coordination of activities within and across units to enable quality delivery of healthcare services. Nurse managers are best positioned to ensure effective care coordination at the operational level in the hospitals. The purpose of this study was to examine the care coordination practices of nurse managers at the unit level. Methods A quantitative exploratory descriptive approach using a cross-sectional survey design was used to collect data from 522 nurses in 19 hospitals in the Greater Accra region of Ghana. Descriptive and regression analyses were performed to describe the sample and to predict the behaviour of nurse managers. The systems model was used as a conceptual framework for the survey. Data collection was from October 2015 to March 2016. Results The response rate for collection of data was 95.7%. Nurse managers exhibited an acceptable level of care coordination practices. Nurse managers’ characteristics together predicted the care coordination practices at the unit (R2=0.111, p < 0.001). The unit, unit workload, experience as a nurse manager, and work duration with nurses were the significant predictors in the regression model. Discussion Care coordination is needed at the unit level to prevent conflict, overlapping, and constant interdepartmental friction which enables nurses to take a broad overview of coordinated care instead of myopic observation and reflection in the unit. Nurse managers are best positioned to coordinate care due to their vast professional knowledge and experience. Effective communication, good interpersonal relationship, and good listening skills are essential coordination practices critical to the efficiency of the unit.

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Kawaguchi, Saeka, Yukie Takemura, Kimie Takehara, Keiko Kunie, Naoko Ichikawa, Kazunori Komagata, Koji Kobayashi, Mitsuyo Soma, and Chieko Komiyama. "Relationship Between Teams’ Leader–Member Exchange Characteristics and Psychological Outcomes for Nurses and Nurse Managers: A Cross-Sectional Study in Japan." SAGE Open Nursing 7 (January 2021): 237796082110259. http://dx.doi.org/10.1177/23779608211025981.

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Introduction The Leader–Member Exchange (LMX) theory, based on the social exchange theory, relates to positive psychological states among nurses. However, the influence of various LMX qualities coexisting within a team on nurses or nurse managers is still uncleared. Objective This study examines the relationship of nurses and nurse managers’ psychological states with the average LMX and LMX dispersion among nurses in their units. Methods The study was conducted at two university hospitals in March 2017 using anonymous questionnaires. Nurses completed the LMX-7 scale and the subscales of job satisfaction, achievement, and growth from the Checklist on Commitments Related to Work. Nurse managers completed the subscales of management satisfaction, effectiveness, and extracting extra effort from the Multifactor Leadership Questionnaire. Both nurses and managers completed the Intention to Continue Working scale. The nurses’ data were analyzed using a multilevel analysis to clarify associations between nurses’ psychological states and LMX, average LMX, and LMX dispersion. Hierarchical multiple regression analysis tested to test the correlations of the psychological states of nurse managers with average LMX and LMX dispersion. Results Data from 586 nurses and 28 managers were analyzed. The LMX and average LMX of nurses were positively related to positive psychological states. Nurse managers displayed significant associations between high LMX dispersion and good psychological states. When average LMX was low, management effectiveness increased as LMX dispersion increased; when average LMX was high, management effectiveness was almost constant. Conclusion The unit’s LMX characteristics appear to be related to the psychological states of both nurses and nurse managers. Increasing the LMX of each nurse may lead to positive psychological states for not only that nurse but all nurses in the unit. When LMX with subordinates is low, increasing LMX with a portion of nurse managers should be a priority to improve their psychological states.

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Hawkins, Anne, Kelly Carter, and Mary Nugent. "Nurse Manager Orientation." AACN Advanced Critical Care 20, no. 1 (January 1, 2009): 55–70. http://dx.doi.org/10.4037/15597768-2009-1008.

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On the basis of the principles of management and leadership, our organization has worked over the years to formalize the orientation program for new nurse managers. This program meets the needs of new nurse managers and responds to today’s complex health care system needs. This article describes the components of a nurse manager orientation program for the novice nurse manager and methods for evaluating nurse manager effectiveness.

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Kurt, Sule, Burcu Genc Kose, Nurse Tugba Balik, and Havva Ozturk. "Assessment of delegation level in nurse managers." New Trends and Issues Proceedings on Advances in Pure and Applied Sciences, no. 10 (September 28, 2018): 69–77. http://dx.doi.org/10.18844/gjpaas.v0i10.3745.

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This study was done in order to explore delegation levels among nurse managers. The population of this descriptive study was done with 22 nurses who accepted to participate in the study out of 50 nurse managers. The data were collected through a survey form that addressed nurses’ demographic characteristics and Scale for Nurse Managers Delegation Level. The data were analysed with percentages, Kruskall–Wallis and Mann–Whitney U. General delegation level of nurse managers was found to be 2.81 ± 0.57. However, such sub-dimensions of the scale as gender, success in time-management, working hours, submission to others’ requests in name of the clinical unit and being a guide for nursing processes at the units affected average sub-dimension scores of delegation among nurse managers and these findings were statistically significant.Keywords: Hospital, nurse, delegation

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Starc, Jasmina, Marijana Neuberg, and Karmen Erjavec. "Nurses’ satisfaction with the use of communication channels by their managers in Croatia and Slovenia." Management 24, no. 2 (December 18, 2019): 81–94. http://dx.doi.org/10.30924/mjcmi.24.2.6.

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Previous studies rather neglected the issue of how nurses are satisfied with the usage of communication channels by their managers. This paper aims to discover how nurses in Croatia and Slovenia are satisfied with their managers’ usage of communication channels, and also how this satisfaction is associated with the employee-organisation relationship. A self-administrated electronic questionnaire was conducted with 272 nurses in Croatia and Slovenia. The study results show that top nurse managers most commonly use mediated communication channels, while middle and executive nurse managers use more interpersonal communication channels. Employees are most satisfied when top nurse managers use emails, middle nurse managers face-to-face communication, emails and phone calls, and executive nurse managers face-to-face communication, emails, phone calls, instant messaging and internal social networks to communicate with them. Younger employees are significantly more satisfied with nurse managers’ use of new communication and information technologies. The study also shows that satisfaction with interpersonal communication used by the executive nurse managers is positively associated with employee-organization relationships and satisfaction with middle and top managers’ utilization of email in that relationship.

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Goldsby, Elizabeth, Michael Goldsby, Christopher B. Neck, and Christopher P. Neck. "Under Pressure: Time Management, Self-Leadership, and the Nurse Manager." Administrative Sciences 10, no. 3 (June 28, 2020): 38. http://dx.doi.org/10.3390/admsci10030038.

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Decision making by nurses is complicated by the stress, chaos, and challenging demands of the work. One of the major stressors confronting nurses is perceived time pressure. Given the potential negative outcomes on nurses due to perceived time pressures, it seems logical that a nurse manager’s ability to lead nurses in moderating this time pressure and in turn to make better decisions could enhance nurse well-being and performance. Paralleling research in the nursing literature suggests that, in order to improve patients’ judgement of the care they received, nurse managers should embrace ways to lower nurses’ perceived time pressure. In this conceptual paper, we propose a model to help mitigate time pressure on nurse managers and their frontline nurses based on the research regarding time pressure, psychosocial care, time management, and self-leadership. Three metaconjectures and suggested future studies are given for further consideration by organizational and psychological researchers.

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Berge, Hege, and Grethe Eilertsen. "Beholde og rekruttere sykepleiere til sykehjem, en kvalitativ studie av avdelingssykepleieres erfaringer." Nordisk tidsskrift for helseforskning 16, no. 1 (January 28, 2020): 21. http://dx.doi.org/10.7557/14.4648.

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Retaining and recruiting nurses in nursing homes, - a qualitative study of nurse managers' experiences The purpose of the study was to explore nurse managers in Norwegian nursing homes experiences with retaining and recruiting of nurses. The study has a qualitative exploratory design. Ten nurse managers in nursing homes were interviewed. Two main themes emerged from the analysis: “Retaining nurses - a difficult line to balance” and “Recruiting – a field of excellence with ideals and reality”. Retaining and recruiting nurses challenged nurse managers in finding a balance between facilitating professional development, supporting the nurses in independent prioritization of tasks as well as economic and organizational work that were occasionally perceived as an obstacle. Nurse managers play an important role in the nursing homes and influence nurses’ retaining rate through active leadership. Good leadership may lead to a good reputation, which in turn is vital in retaining and recruiting nurses.

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Afoko, Vivian, Alistair Hewison, Susan Neilson, and Roger Newham. "Moral distress experienced by neonatal intensive and paediatric care nurses in Northern Ghana: a qualitative study." Journal of Research in Nursing 27, no. 6 (November 2022): 519–29. http://dx.doi.org/10.1177/17449871221122022.

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Background: Moral distress has been studied widely in nursing but not in developing economies. Aim: To investigate how moral distress is experienced by nurses working in neonatal intensive care and paediatric wards in Northern Ghana and to determine support measures offered by nurse managers. Method: Qualitative descriptive method. Forty nurses and fourteen nurse managers working with children in four hospitals in Northern Ghana were interviewed. Thematic data analysis was carried out. Results: Six themes were identified: nurses experience morally distressing situations due to a variety of causes; the impact of morally distressing situations on nurses; coping mechanisms of nurses who experienced morally distressing situations; recommendations made by the nurses to reduce the incidence of moral distress; inadequate support measures available to nurse managers and nurse managers experience moral distress too. Conclusion: The causes of moral distress in developed and developing economies are similar. The frequency and intensity of moral distress is high in Northern Ghana. Consistent with other studies conducted in Africa, nurses and nurse managers relied on their religious faith as a form of resilience. No support measures are available to nurse managers to support nurses who experience moral distress.

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Vesterinen, Soili, Marjo Suhonen, Arja Isola, and Leena Paasivaara. "Nurse Managers’ Leadership Styles in Finland." Nursing Research and Practice 2012 (2012): 1–8. http://dx.doi.org/10.1155/2012/605379.

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Nurse managers who can observe their own behaviour and its effects on employees can adjust to a better leadership style. The intention of this study was to explore nurses’ and supervisors’ perceptions of nurse managers’ leadership styles. Open-ended interviews were conducted with 11 nurses and 10 superiors. The data were analysed by content analysis. In the study, six leadership styles were identified: visionary, coaching, affiliate, democratic, commanding, and isolating. Job satisfaction and commitment as well as operation and development work, cooperation, and organizational climate in the work unit were the factors, affected by leadership styles. The nurse managers should consider their leadership style from the point of view of employees, situation factors, and goals of the organization. Leadership styles where employees are seen in a participatory role have become more common.

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McCabe, Thomas Joseph, and Sally Anne Sambrook. "A discourse analysis of managerialism and trust amongst nursing professionals." Irish Journal of Management 38, no. 1 (August 6, 2019): 38–53. http://dx.doi.org/10.2478/ijm-2018-0009.

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AbstractThis study explores the effects of New Public Management (NPM) on trust amongst nursing professionals, nurses and nurse ward managers within the British National Health Service (NHS). Thirty-nine nurses and nurse ward managers, recruited randomly, participated in semi-structured interviews. The original data, collected in 2000-2002, are re-analysed from a discourse analysis perspective. The findings support and extend contemporary research. They show that nurses have a strong professional identity and commitment and that increasing managerialism is eroding trust. Nurses both accommodate and resist managerialist discourses. They conceptualise trust in terms of their own ward environment, line-manager and colleagues. Trust is reciprocal and related to previous experiences and other factors. Trust is beneficial to healthcare organisations, healthcare professionals and their patients. Good communication and openness positively influence the development of trust. Nurse ward managers play a pivotal role in translating contested managerialist discourse into nursing practice to sustain trust and effect professional patient care.

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Cara,, Chantal M. "Relational Caring Inquiry: Nurses’ Perspective on How Management Can Promote A Caring Practice." International Journal of Human Caring 3, no. 1 (February 1999): 22–30. http://dx.doi.org/10.20467/1091-5710.3.1.22.

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The caring role of nurses is not impervious to obstacles that might be present in today’s health care systems. Such obstacles might occur when nurses do not feel cared for by their nurse managers. Through the “Relational Caring Inquiry”, 16 staff nurses were asked to answer two questions pertaining to their personal experiences with a nurse manager and how these experiences influenced their caring practice. Concerning managerial practices, the staff nurses’ stories revealed the presence of a “Dialectic of Power”, involving two contradictory forces: subjugation and empowerment. These findings can assist managers to better create a caring environment within the institution and help sensitize nurses to patients’ suffering.

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Lawrence, Elaine. "Nurse managers’ forum." Paediatric Nursing 3, no. 2 (March 1991): 5. http://dx.doi.org/10.7748/paed.3.2.5.s8.

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Effken, Judith A., Joyce A. Verran, Melanie D. Logue, and Ya-Chuan Hsu. "Nurse Managers' Decisions." JONA: The Journal of Nursing Administration 40, no. 4 (April 2010): 188–95. http://dx.doi.org/10.1097/nna.0b013e3181d40f7c.

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LONCENECKER, PAUL D. "Managing Nurse Managers." Nursing Management (Springhouse) 29, no. 3 (March 1998): 33???39. http://dx.doi.org/10.1097/00006247-199803000-00013.

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CASEY, JUDITH L. "Counseling Nurse Managers." Nursing Management (Springhouse) 20, no. 9 (September 1989): 52???53. http://dx.doi.org/10.1097/00006247-198909000-00010.

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WERKHEISER, LINDA, PATRICIA A. NEGRO, BARBARA J. VANN, J. MARILYN HOLSTAD, JILL C. BYRD, and JANET VON TALGE. "New Nurse Managers." Nursing Management (Springhouse) 21, no. 11 (November 1990): 56???63. http://dx.doi.org/10.1097/00006247-199011000-00016.

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Ebrat, Karen S. "Supporting Nurse Managers." JONA: The Journal of Nursing Administration 21, no. 2 (February 1991): 9. http://dx.doi.org/10.1097/00005110-199102000-00002.

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Setiawan, Setiawan, Dewi Elizadiani Suza, and Farida Linda Sari Siregar. "Nurse Manager Competency Model in a Teaching Hospital." Jurnal Ners 16, no. 1 (April 30, 2021): 81. http://dx.doi.org/10.20473/jn.v16i1.26032.

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Introduction: Nurse managers in carrying out their duties must have a variety of competencies, one of which is managerial competencies. A model of competency for nurse managers will assist them in shaping their roles as managers in a teaching hospital. This study aims to develop the managerial competency model for nurse managers at the teaching hospital.Methods: The research design used in this study was action research. This research was conducted with 20 nurse managers who work at inpatient wards of the teaching hospital. Participants were selected by purposive sampling approach and have accepted to participate in the research. The data were obtained by using interview through focus groups discussions. The content analysis method was employed for analyzing the data. Results: This study found six domains of managerial competencies of nurse managers: 1) provision of patient care (assignment methods, clinical excellence, collaborators, patient safety, evidence-based practice), 2) resource management (personnel management, information and technology management, equipment management, supplies management), 3) leadership (commitment, conflict resolution, negotiator, role model, professional mentor, initiator, motivator), 4) self and staff development (effective communication skills, interpersonal relationship skills, tridharma function of nurses), 5) customer and service orientation (team builder, customer service, quality improvement), and 6) function of preceptorships (basic teaching skills, clinical skills). These 24 fundamental competencies are rooted in caring foundation.Conclusion: Nurse managers in teaching hospitals should possess a set of managerial competencies to perform their optimal roles in order to achieve the unit goals. This model will provide comprehensive and solid ways for nurse managers to improve their performance. Therefore, the set of nurse manager competencies needs to be standardized across the setting.

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Mrayyan, Majd T. "Nurses' autonomy: influence of nurse managers' actions." Journal of Advanced Nursing 45, no. 3 (February 2004): 326–36. http://dx.doi.org/10.1046/j.1365-2648.2003.02893.x.

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Retnoningtyas, Wahyu Kusumadi, Hanny Handiyani, and Nurdiana Nurdiana. "Pengembangan jenjang karir perawat manajer di rumah sakit." Holistik Jurnal Kesehatan 14, no. 2 (July 27, 2020): 292–300. http://dx.doi.org/10.33024/hjk.v14i2.2702.

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Becoming a Nurse Manager: A career track and system in hospitalBackground: Nurse career pathway is very effective to support career development, increase retention and facilitate self actualization of nurses. Regulations on the nurse manager’s career pathway are developed in line with the clinical nurse’s professional career pathway.Purpose: Identify and analyze needs related to the development of career path system for nurse managersMethod: A pilot project starting from data collection, problem analysis, problem priority setting, develop plan of action, implementation and evaluation. Respondents are the head nurseas many as 74 people and the nursing staff as many as 110 people. Problem analysis used fishbone diagrams.Results: The problem that arises is the lack of optimal development of manager nurses 'career levels caused by the absence of guidelines for manager nurses' career paths, the SOP has not been compiled yet, there are nurse managers who have DIII nursing education degree, many self-assessment results of the head nurses are still feeling incompetent, nursing staff perception about the ability of the head nurse is not optimal in carrying out their roles and functions .Conclusion: The implementation given as a solution to the problem that is making guidelines for nurse managers career pathway and writing the manuscript. The recommendation for hospitals is that guidelines are adopted so that the mechanism for career advancement can be implemented.Keywords: A career track; Competency, Continuous professional development; Nurse manager; HospitalPendahuluan: Jenjang karir perawat sangat efektif menunjang perkembangan karier, meningkatkan retensi, dan memfasilitasi aktualisasi diri perawat. Regulasi tentang jenjang karir perawat manajer mulai dikembangkan sejalan dengan jenjang karir professional perawat klinis.Tujuan: Mengidentifikasi dan menganalisis kebutuhan terkait pengembangan pola jenjang karir bagi para perawat manajerMetode: Pilot project mulai dari pengumpulan data, analisis masalah, penetapan prioritas masalah, penyusunan plan of action, implementasi dan evaluasi. Responden adalah kepala ruangan sebanyak 74 orang dan staf perawat sebanyak 110 orang. Analisis masalah dilakukan dengan menggunakan diagram fishbone.Hasil: Didapatkan masalah belum optimalnya pengembangan jenjang karir perawat manajer yang disebabkan belum adanya panduan pola jenjang karir perawat manajer, belum disusunnya SPO, masih ada perawat manajer yang berpendidikan DIII keperawatan, hasil self assessment kepala ruangan masih banyak yang merasa belum kompeten, staf perawat menilai kemampuan kepala ruangan belum optimal dalam menjalankan peran dan fungsinya.Simpulan: Implementasi yang diberikan sebagai solusi permasalahan yaitu membuat panduan pola jenjang karir perawat manajer. Rekomendasi bagi rumah sakit yaitu panduan disahkan hingga mekanisme peningkatan jenjang karir dapat diimplementasikan.

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Alkaabi, Ohood, and Carol Wong. "Relationships among authentic leadership, manager incivility and trust in the manager." Leadership in Health Services 33, no. 1 (December 11, 2019): 27–42. http://dx.doi.org/10.1108/lhs-06-2019-0030.

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Purpose This study aims to examine the relationships among authentic leadership of managers and new graduate nurses’ (NGNs) experience of manager incivility and their degree of trust in their managers. Design/methodology/approach A secondary analysis of data using a non-experimental, correlational design was undertaken. From 2012 to 2013, 3,743 surveys were mailed to NGNs eligible for the study, and 1,020 returned completed questionnaires for a response rate of 27.3 per cent. The hypotheses were tested using hierarchical multiple linear regression. Findings Authentic leadership had a negative relationship with manager incivility, which in turn was negatively related to trust in the manager, and overall the model accounted for 59.9 per cent of the variance in trust. Authentic leadership was positively associated with trust in the manager. Originality/value Findings supported that authentic leadership may be an effective approach to enhance manager–nurse interactions because authentic managers are less likely to display uncivil behavior, which diminishes trust. Findings may be useful to inform the development of positive and respectful work environments and the everyday practice of nurse managers.

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Gregg, Misuzu F., Toyomi Wakisaka, and Chifuyu Hayashi. "Nurse Managers’ Strategies for the Integration of Newly Graduated Nurses into Clinical Units in Japan: A Qualitative Exploratory Study." Open Nursing Journal 7, no. 1 (October 9, 2013): 157–64. http://dx.doi.org/10.2174/1874434601307010157.

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Aim: The purpose of this study was to explore the strategies used by nurse managers in Japan to facilitate the integration of newly graduate nurses (NGNs) into their clinical units. Background: The integration of NGNs into clinical units is an important issue for both NGNs and nurse managers because the first year of practice plays a vital role in a NGN’s career. Method: Data were generated through semi-structured interviews with 9 nurse managers in 9 acute care hospitals. Data analysis was conducted using a qualitative content analysis method. Results: Nurse managers used a total of 6 strategies: understanding the circumstances of NGNs, providing opportunities for experience and learning, supporting nurses who teach NGNs, facilitating self-learning, promoting awareness of being a nurse in the clinical unit, and strengthening the sense of comradeship in clinical units. Three of these strategies were particularly important for NGNs’ integration into clinical units: facilitating self-learning, promoting awareness of being a nurse in the clinical unit, and strengthening the sense of comradeship in clinical units. These strategies were described in this study. Conclusions: The strategies adopted by nurse managers should be aimed at all nurses, not just NGNs, in order to strengthen the sense of comradeship in clinical units. This approach would create a supportive environment for the integration of NGNs into clinical units. The strategies presented in this study can be utilized not just by nurse managers but all senior nurses in the unit. NGNs can use these strategies to help them understand what they need to do to become a full member of their unit.

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Nurhani, Ana, Hanny Handiyani, and Lilis Rayatin. "Pengembangan Kompetensi Kepemimpinan Perawat Manajer Melalui Panduan Kompetensi." Jurnal Keperawatan Silampari 5, no. 2 (June 5, 2022): 1105–13. http://dx.doi.org/10.31539/jks.v5i2.3591.

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This study aims to develop the leadership competence of nurse managers through guidelines. The method used is a case study, using an action research approach. The results showed that the head of the room needed leadership competency development on average 42% strongly agreed, 58% agreed. Analysis of the problem of optimizing the manager's leadership competence with the development of a draft guide to the manager's leadership competence as a desire to implement leadership. Conclusions, support from required fields, and things that are needed to achieve the development of a nurse manager leadership competency guide draft. Keywords: Leadership Competence, Guide Development, Nurse Manager

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Diab, Gehan Mohammed, Sanaa M. Safan, and Huda M. Bakeer. "Organizational change readiness and manager' behavior in managing change." Journal of Nursing Education and Practice 8, no. 7 (March 7, 2018): 68. http://dx.doi.org/10.5430/jnep.v8n7p68.

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Background and objective: Organizational readiness refers to organizational members’ change commitment and change efficacy to implement organizational change and confidence in their accumulative abilities to do so. The aim of the study was to assess the nurse managers’ behavior in managing change, and the level of the organizational change readiness at selected hospitals at Menofia Governorate.Methods: Design: A descriptive cross-sectional design was used. Setting: The study was conducted at two hospitals, namely University Hospital and Shebin El-Kom Teaching Hospital, in Menofia Governorate, Egypt. Subjects: It consisted of two groups, Group 1: A convenience sample of 136 staff nurses (67 staff nurses from Menofia University Hospital, and 69 from Shebin El-Kom Teaching Hospital), Group 2: All nurse manager available on the time of the study (31 from Menofia University Hospitals, and 30 from Shebin El-Kom Teaching Hospital). Tools: a) Tool one: Change management process Questionnaire, b) Tool two: Change Readiness Assessment Scale.Results: More than half of the nurse managers reported that they have a good behavior in managing change in the organization, while the staff nurses reported that their managers had a bad behavior during the change process. Organizational readiness level was higher in University hospitals than in Teaching hospital as perceived by the study subjects.Conclusions: The nurse managers and staff nurses reported that the organization had a bad readiness level to change. Additionally there was a positive correlation between organizational readiness and manager behavior in managing change. Recommendations: Organization should have a readiness for change to support the change process by possessing the right resources and conditions, a clear insights and goals for the intended change and have the inventiveness, behavior to participate with the change and develop work. Also, agents of change chiefs and management must need to drive a strong reaction for change from the stakeholders that leads to highest performance improvement.

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Gregg, Jessica C. "Perceptions of Nurse Managers and Nurse Preceptors." Journal for Nurses in Professional Development 36, no. 2 (2020): 88–93. http://dx.doi.org/10.1097/nnd.0000000000000615.

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Carroll, Theresa L. "Characteristics of Nurse Managers." JONA: The Journal of Nursing Administration 17, no. 10 (October 1987): 4???7. http://dx.doi.org/10.1097/00005110-198710000-00001.

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Alidina, Shehnaz, and Jeanette Funke-Furber. "First Line Nurse Managers." JONA: The Journal of Nursing Administration 18, no. 5 (May 1988): 34???39. http://dx.doi.org/10.1097/00005110-198805010-00007.

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Russell, James. "Metrics for nurse managers." Nursing Management (Springhouse) 46, no. 3 (March 2015): 30–36. http://dx.doi.org/10.1097/01.numa.0000461061.11166.8e.

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Strudwick, Gillian, Richard G. Booth, Ragnhildur I. Bjarnadottir, Sarah Collins, and Rani Srivastava. "Exploring the role of the nurse manager in supporting point-of-care nurses’ adoption of electronic health records: protocol for a qualitative research study." BMJ Open 7, no. 10 (October 2017): e018129. http://dx.doi.org/10.1136/bmjopen-2017-018129.

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IntroductionAn increasing number of electronic health record (EHR) systems have been implemented in clinical practice environments where nurses work. Findings from previous studies have found that a number of intended benefits of the technology have not yet been realised to date, partially due to poor system adoption among health professionals such as nurses. Previous studies have suggested that nurse managers can support the effective adoption and use of the technology by nurses. However, no known studies have identified what role nurse managers have in supporting technology adoption, nor the specific strategies that managers can employ to support their staff. Therefore, the purpose of this research is to better understand the role of the nurse manager in point-of-care nurses’ use of EHRs, and to identify strategies that may be effective in supporting clinical adoption.Methods and analysisThis study will use a qualitative descriptive design. Interviews with both nurse managers and point-of-care nursing staff will be conducted in a Canadian mental health and addiction healthcare organisation where an EHR has been implemented. A semistructured interview guide will be used, and interviews will be audio recorded. Transcripts will be analysed using a directed content analysis technique. Strategies to ensure the trustworthiness of the data analysis procedure and findings will be employed.Ethics and disseminationEthical approval for this study has been obtained. Dissemination strategies may include a paper submission to a peer-reviewed journal, a conference submission and meetings to share findings with the study site leadership team. Findings from this research will be used to inform a future study which aims to assess levels of competencies and perform a psychometric analysis of the Nursing Informatics Competency Assessment for the Nurse Leader instrument in a Canadian context.

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Vesterinen, Soili, Marjo Suhonen, Arja Isola, Leena Paasivaara, and Helena Laukkala. "Nurse Managers' Perceptions Related to Their Leadership Styles, Knowledge, and Skills in These Areas—A Viewpoint: Case of Health Centre Wards in Finland." ISRN Nursing 2013 (April 3, 2013): 1–8. http://dx.doi.org/10.1155/2013/951456.

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The purpose of this study was to explore nurse managers’ perceptions related to their leadership styles, knowledge, and their skills in these areas in health centre wards in Finland. The data were collected from nurse managers (n=252) in health centre hospitals in Finland using a structured questionnaire (response rate 63%). Six leadership styles—visionary, coaching, affiliate, democratic, commanding, and isolating—were reflected on. Almost all respondents in every age group considered four leadership styles—visionary, coaching, affiliate, and democratic—to be very important or important. Nurse managers estimated their knowledge and skills in leadership styles to be essentially fairly sufficient or sufficient. Nurse managers’ abilities to reflect, understand, and, if necessary, change their leadership style influence the work unit’s success and employees’ job satisfaction. Nurse managers, especially new nurse managers, need more theoretic, evidence-based education to cope with these expectations and to develop their professional abilities. Together with universities, health care organizations should start planning nurse manager education programmes that focus on strategic issues, leadership, job satisfaction, challenging situations in leadership, change management, work unit management (e.g., economy, efficiency, and resources), and how the nurse managers consider their own wellbeing.

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Crewe, Sandra, and Antonia Girardi. "Nurse managers: being deviant to make a difference." Journal of Management & Organization 26, no. 3 (October 24, 2019): 324–39. http://dx.doi.org/10.1017/jmo.2019.72.

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AbstractWithin healthcare, studies support that nurse manager leadership behaviours positively influence nursing outcomes. However, how this behaviour promotes positive outcomes is less well understood. Integrating a ‘positive deviance framework’ and a ‘model for reflection’, this paper uniquely uncovers positive nurse manager behaviours that deviate from ‘business as usual’ in managing and leading healthcare staff. Applying an interpretivist lens to qualitative data collected from 24 nurse managers from Australia and Seychelles, the outcomes illustrate examples of positive leadership, exemplary performance, and uncommon behaviours and actions amongst nurse managers resulting in positive nursing experiences and positive organisational outcomes. Nurse managers practising positive leadership and taking on an employee champion role, underscore these behaviours. This study contributes to the research of positive outcomes, processes, and attributes of healthcare organisations and their members.

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Göras, Camilla, Maria Unbeck, Ulrica Nilsson, and Anna Ehrenberg. "Interprofessional team assessments of the patient safety climate in Swedish operating rooms: a cross-sectional survey." BMJ Open 7, no. 9 (September 2017): e015607. http://dx.doi.org/10.1136/bmjopen-2016-015607.

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BackgroundA positive patient safety climate within teams has been associated with higher safety performance. The aim of this study was to describe and compare attitudes to patient safety among the various professionals in surgical teams in Swedish operating room (OR) departments. A further aim was to study nurse managers in the OR and medical directors’ estimations of their staffs’ attitudes to patient safety.MethodsA cross-sectional survey with the Safety Attitudes Questionnaire (SAQ) was used to elicit estimations from surgical teams. To evoke estimations from nurse managers and medical directors about staff attitudes to patient safety, a short questionnaire, based on SAQ, was used. Three OR departments at three different hospitals in Sweden participated. All licensed practical nurses (n=124), perioperative nurses (n=233), physicians (n=184) and their respective manager (n=22) were invited to participate.ResultsMean percentage positive scores for the six SAQ factors and the three professional groups varied, and most factors (safety climate, teamwork climate, stress recognition, working conditions and perceptions of management), except job satisfaction, were below 60%. Significantly lower mean values were found for perioperative nurses compared with physicians for perceptions of management (56.4 vs 61.4, p=0.013) and working conditions (63.7 vs 69.8, p=0.007). Nurse managers and medical directors’ estimations of their staffs’ ratings of the safety climate cohered fairly well.ConclusionsThis study shows variations and some weak areas for patient safety climate in the studied ORs as reported by front-line staff and acknowledged by nurse managers and medical directors. This finding is a concern because a weak patient safety climate has been associated with poor patient outcomes. To raise awareness, managers need to support patient safety work in the OR.

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Smith, George Byron. "Attitudes of Nurse Managers and Assistant Nurse Managers Toward Chemically Impaired Colleagues." Image: the Journal of Nursing Scholarship 24, no. 4 (December 1992): 295–300. http://dx.doi.org/10.1111/j.1547-5069.1992.tb00736.x.

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Kellen, Joyce, Kathleen Oberle, Francine Girard, and Loren Falkenberg. "Exploring Ethical Perspectives of Nurses and Nurse Managers." Nursing Leadership 17, no. 1 (March 15, 2004): 78–87. http://dx.doi.org/10.12927/cjnl.2004.16244.

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Journal articles on the topic 'Nurse Managers'

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