Artykuły w czasopismach: „Nurse leadership”

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Vesterinen, Soili, Marjo Suhonen, Arja Isola i 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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Coventry, Tracey H., i Kylie P. Russell. "The clinical nurse educator as a congruent leader: A mixed method study". Journal of Nursing Education and Practice 11, nr 1 (11.09.2020): 8. http://dx.doi.org/10.5430/jnep.v11n1p8.

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Educational leadership in the clinical setting has an influence on the promotion and achievement of competent and confident nurses. In Australia, the newly qualified registered nurse entering the workforce is exposed to a variety of experiential learning opportunities and engages with the nurse who is responsible for the clinical learning and development (clinical nurse educator) in the first-year graduate program. There is limited research examining the clinical nurse educator role and actual and potential leadership in the workforce. This study aimed to articulate the extent to which the clinical nurse educator is perceived as a clinical leader in the acute hospital setting. And specifically, the relationship of the role to the congruent leadership style. A mixed method convergent design (QUANT + QUAL) approach used (1) an online questionnaire with open and closed ended questions for the graduate nurses and (2) semi-structured individual interviews with graduate nurses, their clinical nurse educators and their nurse managers. Findings confirmed the clinical nurse educator leadership was visible, approachable, and relational with clearly identified values and passionate patient-centred principles. Challenges to the clinical nurse educator identity and confidence exist and impact the clinical role and leadership value. The clinical nurse educator did not need to be in a management position to lead and influence graduates’ successful transition to practice and integration into the clinical environment. The clinical nurse educator exhibits a congruent leadership style through engagement and promotion of the graduate nurses in their first year of nursing. The education role is of significance to meet contemporary health care expectations and promote quality patient care and new nurse retention in the healthcare organisation.

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Santos, José Luís Guedes dos, Rosângela Marion da Silva, Adelina Giacomelli Prochnow, Carmem Lúcia Colomé Beck i Joséte Luzia Leite. "O exercício da liderança pelo enfermeiro no contexto da organização do trabalho em saúde e enfermagem: algumas reflexões". Revista de Enfermagem UFPE on line 3, nr 4 (20.09.2009): 1209. http://dx.doi.org/10.5205/reuol.581-3802-1-rv.0304200954.

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Objectives: to reflect on nurse leadership in a health and nursing work organizational context, as well as to provide material for nurses and nursing students that aim to study and/or improve the exercise of leadership. Methods: a theoretical essay based on a bibliographical narrative review of books, papers, and dissertations; from which three axes of analysis and reflection have been built: searching for a leadership concept, potential development for the exercise of leadership and nurse leadership in the past, present, and future. Results: leadership is an important competence for the nurse in managing the work process and coordinating the activities involving health and nurse care. Thus, the exercise of leadership requires nurses to develop entrepreneurial postures based on the setting of teams, negotiation, power relations share, and exploring human motivation at work. Conclusion: the nurse must be sure of his/her leadership role and try to develop coherently and with a critical view on the reality before different contexts, valuing the multidimensionality of the human being that provides and receives care. Descriptors: leadership; management; nursing, supervisory; nurse's role.

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Storch, Janet, Kara Schick Makaroff, Bernie Pauly i Lorelei Newton. "Take me to my leader". Nursing Ethics 20, nr 2 (14.02.2013): 150–57. http://dx.doi.org/10.1177/0969733012474291.

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Although ethical leadership by formal nurse leaders is critical to enhancing ethical health-care practice, research has shown that many nurses feel unsupported by their leaders. In this article, we consider the limited attention directed toward ethical leadership of formal nurse leaders and how our own research on ethical nurse leadership compares to other research in this field. In searching Nursing Ethics since its inception 20 years ago, we found only a dozen articles that directly addressed this topic. We then reviewed nurses’ professional codes of ethics in Canada and found significant retractions of ethical guidelines for formal nurse leaders’ ethical responsibilities over the past decade. We began to seek explanations of why this is so and offer some recommendations for the study and enhancement of ethics for formal nurse leadership.

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Gengler, Timothy, Denice Dorpat, Karen Olson, Bryan Hendricks i Lori Scheller. "Nurse leadership positions". Nursing Management (Springhouse) 40, nr 8 (sierpień 2009): 20–22. http://dx.doi.org/10.1097/01.numa.0000359203.59952.9b.

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Buerhaus, Peter I., Joyce C. Clifford, Mary S. Fay, Judith R. Miller, Eileen M. Sporing i Gail Kuhn Weissman. "Executive Nurse Leadership". Journal of Nursing Administration 26, nr 3 (marzec 1996): 21–29. http://dx.doi.org/10.1097/00005110-199603000-00012.

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Ohman, Kathleen A. "Nurse Manager Leadership". JONA: The Journal of Nursing Administration 29, nr 12 (grudzień 1999): 16, 21. http://dx.doi.org/10.1097/00005110-199912000-00002.

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Clark, Rebecca Culver, i Mark Greenawald. "Nurse-Physician Leadership". JONA: The Journal of Nursing Administration 43, nr 12 (grudzień 2013): 653–59. http://dx.doi.org/10.1097/nna.0000000000000007.

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Rahman, Muhammad Rijali, Endang Pertiwiwati i Ichsan Rizany. "Gaya Kepemimpinan Kepala Ruang Dengan Kepuasan Kerja Perawat". JURNAL KEPERAWATAN RAFLESIA 2, nr 2 (29.11.2020): 89–97. http://dx.doi.org/10.33088/jkr.v2i2.502.

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Nurse job satisfaction is one of the factors affecting work productivity. Job satisfaction is influenced by the leadership style applied by the chief nurse in leading his subordinates. The purpose of this study was determined the relationship between the leadership style of the chief nurse and the nurse's job satisfaction in the inpatient room at Idaman City Hospital in Banjarbaru. This research approach used cross sectional. The population was all nurses in the inpatient room with a total of 119 nurses. Sampling used quota sampling as many as 102 respondents. There were 3 research instruments used, consisted of questionnaire respondent characteristics, nurse job satisfaction and leadership style of the chief nurse. The method used by events that carry out actions on respondents, has been observed. The correlational and survey approaches used in this study were to present a questionnaire. The leadership style of nurse manager has an average of 57.90 (50-72). Nurse job satisfaction has rather average of 62,82 (38-96). There was a relationship between the leadership style of the chief nurse and the nurse's job satisfaction in the inpatient room at Idaman City Hospital in Banjarbaru (p-value = 0,000 <0.05). The leadership style of the head of the room in accordance with the situation and conditions and good application can produce nurses who are satisfied with their work and can also improve performance in carrying out their duties.

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Guttu, Martha. "North Carolina School Nurse Leadership Institute". Journal of School Nursing 23, nr 3 (czerwiec 2007): 144–50. http://dx.doi.org/10.1177/10598405070230030401.

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Recognizing that school nurse leaders are essential to the development of school nurses, the North Carolina School Nurse Leadership Institute was developed to enable school nurse leaders to update and advance their leadership skills. The Institute was a collaborative endeavor between the North Carolina Department of Health and Human Services, Eastern Area Health Education Center, and East Carolina University School of Nursing. School nurse leaders were empowered to assume a role in public policy, and they were provided opportunities to network with leaders in other counties throughout the state. A combination of face-to-face and asynchronous discussion via the Internet was used to foster continuous rather than episodic learning. Participant evaluations were positive and indicated a significant increase in learning in key areas.

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Albagawi, Bander, Vivian Laput, Carmencita Pacis i Tahani AlMahmoud. "Nurses’ Perceptions of Nurse Manager Leadership Styles". American Journal of Nursing Research 5, nr 1 (26.08.2017): 22–31. http://dx.doi.org/10.12691/ajnr-5-1-3.

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Wahyuningsih, Sri, Armanu Thoyib, Rofiaty i Ananda Sabil. "THE EFFECT OF TEAM WORK, LEADERSHIP STYLE, AND ORGANIZATIONAL CULTURE ON NURSE PERFORMANCE WITH ORGANIZATIONAL COMMITMENTS AS MEDIATION VARIABLES IN HOSPITAL TYPE B IN JAKARTA". International Journal of Accounting and Business Society 27, nr 3 (1.12.2019): 106–36. http://dx.doi.org/10.21776/ub.ijabs.2019.27.3.6.

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This study aims to analyze the influence of team work, leadership style and organizational culture on nurse performance with organizational commitment as a mediating variable. The research unit is nurses at Type B hospitals in Jakarta. The population is 1362 nurses. Methods of collecting data using surveys. The research instrument used a questionnaire. Questionnaires were distributed to 523 respondents. Data analysis method uses Structural Equation Modeling-Partial Least Square SEM-PLS). The results of the study prove that teamwork has a positive effect on nurse performance. Teamwork does not affect organizational commitment. Organizational culture has a positive effect on nurse performance. Organizational culture has a positive effect on organizational commitment. Leadership style does not affect nurse performance. Leadership style does not affect organizational commitment. Organizational commitment has a positive effect on nurse performance. Organizational commitment cannot play a role in mediating the influence of teamwork on nurse performance. Organizational commitment can play a role in mediating the influence of organizational culture on nurse performance. Organizational commitment cannot play a role in mediating the influence of leadership style on nurse performance.

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Trihastuti, Endang, Nursalam Nursalam i Nuzul Qur’aniati. "LEADERSHIP, MOTIVATION, AND WORK LOAD ON NURSES PERFORMANCE IN DOCUMENTING NURSE CARE". INDONESIAN NURSING JOURNAL OF EDUCATION AND CLINIC (INJEC) 1, nr 1 (24.09.2016): 90. http://dx.doi.org/10.24990/injec.v1i1.93.

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Introduction: Nurse has plays important role on implementing and documenting nursing care. Nurses performance is influenced by several factors such as leadership, motivation and work expenses. This study aimed to analyze the effect of leadership, motivation and work expenses on nurses performance in documenting nursing care in Ruang Rawat Inap Penyakit Dalam X Hospital, Surabaya.Method: The design of this study was cross sectional with 16 sample size of nurse who were taken by using purpossive sampling technique. Independent variables of this study were leadership, motivation and work expenses and the dependent variable was nurses performance. Data were taken by using questionnaire and observation then analyzed by using Linear Regression statistic test (p≤0.005). Result: The result showed that leadership had effect on nurses performance (p= 0.028) with moderate coefficient correlate. Motivation (p= 0.111) and work expenses (0.170) had no effect on nurses performance. Conclution: It can be concluded that leadership has effect on nurses performance and motivation and work expenses has no effect on nurses performance. Therefore, the results of this study suggest nurse can increase performance on documenting nursing fit to the leadership in workplace and also hospital can arrange training relate to the leadership. the further research can develop a better research relate this study.Keyword: leadership, motivation, work expenses, nurses performance

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Sharp, Deborah, Elisa Haynes, Helen Lee, Cindy Bussey, Abla Afatsawo, Sylvia Davis, Donna Owens i Marjorie Jenkins. "Professional Nurse Advancement Programs: The Face of Leadership at the Bedside". Creative Nursing 24, nr 2 (czerwiec 2018): 105–9. http://dx.doi.org/10.1891/1078-4535.24.2.105.

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Aims and ObjectiveThis article reviews a professional nurse advancement program and describes how it benefits patient care, staff engagement, and patient satisfaction.BackgroundExisting literature notes that professional nurse advancement programs can empower nurses to improve nursing care at the bedside and contribute to a safe patient care environment.MethodThe article reviews the qualitative exploration of the activities of participants in a professional nurse advancement program to determine the impact on patient care and identify benefits of the program. The article summarizes findings from thematic and narrative technique analysis of semistructured interviews with nurses, nurse leaders, and nurse administrators, and reviews of nurses’ portfolio information.ResultsImplementation of a professional nurse advancement program correlated with decreased patient falls, increased bedside clinician involvement in research, and positive outcomes in nursing quality indicators.ConclusionA professional nurse advancement program fosters continued professional growth and opportunities for advancement; promotes pride, personal responsibility, and respect for self; and prepares and enables nurses to lead change in advancing health in communities.

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Phinari, Handelia, i Innocentius Bernarto. "THE EFFECT OF MOTIVATION, WORK ENVIRONMENT, AND TRANSFORMATIONAL LEADERSHIP ON NURSE PERFORMANCE (CASE IN S HOSPITAL)". Dinasti International Journal of Management Science 1, nr 5 (8.05.2020): 685–94. http://dx.doi.org/10.31933/dijms.v1i5.281.

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The purpose of this study was to determine the effect of motivation, work environment, and transformational leadership on the performance of nurses at S Hospital. This research was conducted in Denpasar, Bali, involving 55 nurses. Data collection was carried out by distributing questionnaires based on descriptive quantitative methods. Data were analyzed with the SmartPLS program. The results of this study stated that transformational leadership has a positive effect on nurse performance, motivation has a positive effect on nurse performance, work environment has a positive effect on nurse performance, transformational leadership has a positive effect on motivation, and transformational leadership has a positive effect on work environment.

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Matahela, Vhothusa Edward. "Nurse educators’ perceptions of their own self-leadership: An explorative qualitative inquiry". Journal of Nursing Education and Practice 12, nr 2 (17.09.2021): 1. http://dx.doi.org/10.5430/jnep.v12n2p1.

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Background and objective: Organisations, including academic institutions, are moving away from the traditional top-down command and control leadership styles to a focus on internal leadership (self-leadership) of staff. In the absence of traditional external leadership, individuals with self-leadership skills and qualities can make smart decisions to achieve organisational success. Despite the availability of literature studies on nurses’ self-leadership, there is a dearth of studies addressing self-leadership in nurse educators. It is imperative that a study exploring nurse educators' perceptions regarding their self-leadership be conducted to achieve a comprehensive understanding of the phenomenon. This would assist in identifying the role that stakeholders play in creating an enabling academic environment that promotes the development, the practice, and supportive interventions of self-leadership. This study sought to explore and describe the perceptions of nurse educators regarding their self-leadership and how this can be facilitated in a nursing education institution (NEI) context.Methods: A qualitative, exploratory, and descriptive research design was used to provide an in-depth exploration of the perceptions of nurse educators regarding their self-leadership in an NEI setting. Four semi-structured focus group interviews were conducted with purposively selected nurse educators, and audiotaped until data saturation resulted. The researcher and an independent coder analysed the data using Tesch protocols on thematic analysis. Lincoln and Guba’s strategies were used to achieve trustworthiness.Results: Two themes emerged, namely: nurse educators’ perceptions of self-leadership; and the facilitation of self-leadership in nurse educators.Conclusions: The nurse educators mirrored themselves as leaders in action and are aware of the importance of their engagement in self-leadership activities in learning and teaching. Facilitating self-leadership within nurse educators was perceived to be the responsibility of individual nurse educators, and to a certain extent their colleagues, and that of the institutional management team.

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Lourenço, Maria Regina, Gilberto Tadeu Shinyashiki i Maria Auxiliadora Trevizan. "Management and leadership: analysis of nurse manager's knowledge". Revista Latino-Americana de Enfermagem 13, nr 4 (sierpień 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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Due, Maximus Bertolomeus, Nursalam Nursalam i Andri Setiya Wahyudi. "Hubungan Gaya Kepemimpinan dengan Burnout Syndrome dan Kinerja Perawat di Ruang Rawat Inap RSUD Bajawa". Fundamental and Management Nursing Journal 3, nr 1 (30.06.2020): 9. http://dx.doi.org/10.20473/fmnj.v3i1.17800.

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Introduction: Leadership Style was a set of behavioral patterns and strategies that were often used by leaders to influence subordinates to achieve organizational goals. The leadership style was closely related to burnout syndrome and nurse performance. The purpose of this study was to determine the relationship of leadership style with burnout syndrome and the performance of nurses in the inpatient room of Bajawa District Hospital.Method: The design of this study was cross-sectional. The population in this study was 113 and a sample of 104 respondents was obtained with total sampling. The independent variable was the leadership style. The dependent variable is burnout syndrome and nurse performance. The instrument uses a questionnaire. Data were analyzed with Spearman's Rho.Results: There was a relationship between leadership style with emotional exhaustion (p = 0,000), leadership style with depersonalization (p = 0,000), leadership style with decreased self-achievement (p = 0,000) leadership style with nurse performance (p = 0.002).Conclusion: The application of a positive leadership style will reduce the incidence of burnout syndrome and improve nurse performance. So that nurse leaders need to be equipped with effective leadership skills.

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Alzahrani, Saleh, i Abd Alhadi Hasan. "Transformational Leadership Style on Nursing Job Satisfaction Amongst Nurses in Hospital Settings: Findings From Systematic Review". Global Journal of Health Science 11, nr 6 (24.04.2019): 25. http://dx.doi.org/10.5539/gjhs.v11n6p25.

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BACKGROUND: The nursing shortage is a common problem in Saudi Arabia with multi-factorial causes. In addition to the low supply of Saudi graduate nurses from training facilities, job satisfaction remains a significant determinant of nurse turnover and intention to leave that contribute to the shortage of nursing workforce. The higher number of expatriate nurses who have a short stay compared to Saudi nurses compounds this problem. Therefore, effective strategies for making the nursing profession attractive and increasing nurse retention in Saudi Arabia are required. OBJECTIVE: The general objective was to examine the impact of transformational leadership style on job satisfaction amongst nurses in hospital settings. Specifically, the appraisal examined how transformational leadership style improves nursing job satisfaction in hospital settings, determined the mediating factors of the relationship between transformational leadership style and nurses’ job satisfaction, and investigated nurses’ perceptions of transformational leadership style compared with other leadership styles. METHODOLOGY: This study was used systematic review design with eight selected quantitative nursing research published between 2012 and 2017. A systematic search of the recent literature was conducted on PubMed, Scopus, Wiley Online, and Web of Science databases using search terms developed a priori to identify the articles that met the inclusion criteria. The quality of the included studies was evaluated by McMaster Critical Review Form for Quantitative Studies. Extracted data were summarised, explored and correlated using narrative synthesis. FINDINGS: Eight studies of cross-sectional design were appraised. Transformational leadership style was positively related to nurses’ job satisfaction. Transactional leadership also had a positive correlation while passive-avoidant or laissez-faire style had a negative relationship. Transformational leadership improved nursing job satisfaction through its dimensions (idealised influence, inspirational motivation, intellectual stimulation and individualised consideration). Nurse empowerment and workplace support mediated the relationship between transformational leadership and nurse job satisfaction. Nurses had a higher perception of transformational style compared to other leadership styles, and job satisfaction was found to improve nurse and patient outcomes. CONCLUSION: Transformational leadership appears to improve job satisfaction of nurses working in a hospital setting that leads to higher nursing retention. Hospital administrators and managers should practice transformational leadership to improve job satisfaction of staff nurses for better nursing outcomes, and leadership skills should be incorporated in the nursing education curriculum. However, further evaluation of transformational leadership in relation to its influencing factors is required.

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Goldsby, Elizabeth, Michael Goldsby, Christopher B. Neck i Christopher P. Neck. "Under Pressure: Time Management, Self-Leadership, and the Nurse Manager". Administrative Sciences 10, nr 3 (28.06.2020): 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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Davis, Charles R. "Administrator Leadership Styles and Their Impact on School Nursing". NASN School Nurse 33, nr 1 (30.06.2017): 36–39. http://dx.doi.org/10.1177/1942602x17714202.

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In comparison to other professional staff in an educational based setting, the registered professional school nurse has unique roles, responsibilities, education, training, and scope of practice. In carrying out this unique and specialized role, school nurses operate under a building administrator, the leader of the building and often the immediate supervisor of the school nurse. In addition, many school nurses in small districts are the only registered professional nurse employed by the school. The building administrator’s leadership style not only sets the tone for the day-to-day operations in the school but also impacts the school nurse functioning and program implementation. This article reviews the three most common types of leadership styles as defined by Kurt Lewin—laissez-faire, democratic, and coercive/authoritarian—and their potential impact on school nursing practice. In addition, the article provides recommendations for school nurses for successful practice with regard to supervisor leadership styles.

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Yeni Nur Rahmayanti, Christiana Arin Proborini i Nuriyah Yuliana. "ANALISIS HUBUNGAN KEPEMIMPINAN EFEKTIF DAN KOMUNIKASI KEPEMIMPINAN DENGAN KEPUASAN PERAWAT DI RUANG RAWAT INAP RS". Infokes: Jurnal Ilmiah Rekam Medis dan Informatika Kesehatan 10, nr 1 (28.02.2020): 41–44. http://dx.doi.org/10.47701/infokes.v10i1.847.

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The satisfaction of nurses at Karanganyar Hospital is less than optimal (70.37%) This is due to lack of attention and giving head of space. Nurse satisfaction is an emotional feeling that a nurse feels after action. The satisfaction of this nurse is strongly influenced by how leadership of the head only and communication in conveying the subordinate policy. Effective leadership is used by the head of space to lead his subordinates. The communication that occurred in between the leadership and the subordinate was a fundamental mechanism in demonstrating disappointment or their satisfaction. This type of quantitative study, is descriptive correlational correlative and this research uses the Cross Sectional approach. The number of samples was 61 respondents taken using the Purposive Sampling technique. The results of the analysis showed the presence of effective leadership relationship and effective communication with the satisfaction of nurses with a significance value of 0.000 < 0.05. Based on the research, it is recommended the need for education, training and effective leadership implementation to all nursing managers to create effective leadership and communication to improve nurse satisfaction.

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Buckner, Ellen B. "Leadership Mentoring Needed!" Aquichan 19, nr 4 (30.01.2020): 1–4. http://dx.doi.org/10.5294/aqui.2019.19.4.1.

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Leadership mentoring is needed in nursing to nurture nurse leaders globally. It requires the selfless giving of our time and insight while encouraging us to be open to a new generation of nurses and nursing vision. In addition, leadership mentoring provides us with opportunities for advocacy for our profession and its worldwide mission. Virtual mentoring communities have been developed through Sigma Theta Tau International (Sigma) and the Roy Adaptation Association (RAA). These engage emerging nurse leaders to contribute to their organizations and to the profession of nursing. From frontline clinical practice, to nursing organizational leadership, to health policy development, leadership mentoring means engaging nursing voice. It means investing the time and talent to nurture and teach leadership in new ways with the next generation. Seeking out opportunities for leadership mentoring is the first step!

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Rindu, Rindu, Syukri Lukman, Hardisman Hardisman, Muhammad Hafizurrachman i Adang Bachtiar. "The Relationship between Transformational Leadership, Organizational Commitment, Work Stress, and Turnover Intentions of Nurse at Private Hospital in Indonesia". Open Access Macedonian Journal of Medical Sciences 8, E (15.10.2020): 551–57. http://dx.doi.org/10.3889/oamjms.2020.4425.

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AIM: This study aimed to examine the relationship between transformational leadership, organizational commitment, work stress, and turnover intentions of Nurse at Private Hospital in Indonesia. METHODS: A quantitative cross-sectional research design was adopted, consist of 97 Nurses. This study used a Confirmatory Factor Analysis, Structural Equation Modeling using PLS-SEM approach to analyze the data. RESULTS: The results showed that there is a positive influence on transformational leadership on organizational commitment. The better transformational leadership, the higher the organizational commitment of nurses. There is a negative influence on transformational leadership on work stress. The better transformational leadership, the lower the work stress of nurses. There is a negative influence on organizational commitment to turnover intentions. The higher the nurse’s organizational commitment, the lower the nurse turnover intention. There is a positive influence on work stress to turnover intentions. The higher the nurse’s work stress, the higher the the nurse turnover intention. Another outcome discovered was that indirect influence of leadership through commitment and work stress is greater than direct influence, transformational leadership directly influenced organization commitment, and work stress but was not significantly related to turnover intentions. CONCLUSION: Researcher suggests that leadership roles in building commitment and helping to manage the work stress of nurses are needed.

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Berge, Hege, i Grethe Eilertsen. "Beholde og rekruttere sykepleiere til sykehjem, en kvalitativ studie av avdelingssykepleieres erfaringer". Nordisk tidsskrift for helseforskning 16, nr 1 (28.01.2020): 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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Goh, Andy Ming Jin, Shin Yuh Ang i Phillip Roy Della. "Leadership style of nurse managers as perceived by registered nurses: A cross-sectional survey". Proceedings of Singapore Healthcare 27, nr 3 (10.01.2018): 205–10. http://dx.doi.org/10.1177/2010105817751742.

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Given rapid changes in the health care landscape, nurse leaders need to be equipped with effective leadership skills. Those who are aware of their styles of working and its impact on their employees could adopt a better leadership style. The study aim was to assess the leadership styles of nurse leaders, as perceived by their employees. The secondary objectives were to explore differences between self-ratings and others’ ratings of leadership styles, as well as correlation between perceived leadership styles and organisational outcomes. A cross-sectional survey was conducted among registered nurses from four inpatient wards in an acute tertiary hospital in Singapore. Respondents were asked to complete a questionnaire that consisted of demographic questions, the Multifactor Leadership Questionnaire and the Organizational Commitment Questionnaire, as well as a Three-index item Questionnaire, to elicit turnover intention. A total of 111 completed surveys (37% response) were received. Overall, registered nurses reported that their nurse leaders exhibited both transformational and transactional leadership behaviours and, to a lesser extent, laissez-faire. Of interest was the finding that nurse leaders in this study tend to rate themselves higher than others rate them. The results implied a need to incorporate self-awareness elements in nursing leadership development programmes.

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Bratt, MM, M. Broome, S. Kelber i L. Lostocco. "Influence of stress and nursing leadership on job satisfaction of pediatric intensive care unit nurses". American Journal of Critical Care 9, nr 5 (1.09.2000): 307–17. http://dx.doi.org/10.4037/ajcc2000.9.5.307.

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BACKGROUND: High levels of stress and the challenges of meeting the complex needs of critically ill children and their families can threaten job satisfaction and cause turnover in nurses. OBJECTIVE: To explore the influences of nurses' attributes, unit characteristics, and elements of the work environment on the job satisfaction of nurses in pediatric critical care units and to determine stressors that are unique to nurses working in pediatric critical care. METHOD: A cross-sectional survey design was used. The sample consisted of 1973 staff nurses in pediatric critical care units in 65 institutions in the United States and Canada. The following variables were measured: nurses' perceptions of group cohesion, job stress, nurse-physician collaboration, nursing leadership, professional job satisfaction, and organizational work satisfaction. RESULTS: Significant associations (r = -0.37 to r = -0.56) were found between job stress and group cohesion, professional job satisfaction, nurse-physician collaboration, nursing leadership behaviors, and organizational work satisfaction. Organizational work satisfaction was positively correlated (r = 0.35 to r = 0.56) with group cohesion, professional job satisfaction, nurse-physician collaboration, and nursing leadership behaviors. Job stress, group cohesion, job satisfaction, nurse-physician collaboration, and nursing leadership behaviors explained 52% of the variance in organizational work satisfaction. Dealing with patients' families was the most frequently cited job stressor. CONCLUSIONS: Job stress and nursing leadership are the most influential variables in the explanation of job satisfaction. Retention efforts targeted toward management strategies that empower staff to provide quality care along with focal interventions related to the diminishment of stress caused by nurse-family interactions are warranted.

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Al-Hussami, Mahmoud, Sawsan Hamad, Muhammad Darawad i Mahmoud Maharmeh. "The effects of leadership competencies and quality of work on the perceived readiness for organizational change among nurse managers". Leadership in Health Services 30, nr 4 (2.10.2017): 443–56. http://dx.doi.org/10.1108/lhs-11-2016-0058.

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Purpose This paper aims to set a leadership guidance program that can promote nurses’ knowledge of leadership and, at the same time, to enhance their leadership competencies and quality of work to promote their readiness for change in healthcare organizations. Design/methodology/approach A pre-experimental, one-group pretest-posttest design was utilized. Out of 90 invited to participate in this study, 61 nurses were accepted to participate. Findings The statistical analyses suggested several significant differences between pre- and in-service nurse managers about leadership competencies, quality of work and readiness for change. Yet, findings from the background characteristics were not found to be significant and had no effects on the perceived readiness for change. Research limitations/implications The present study highlights the importance of leadership competencies and quality of work that healthcare policymakers identify for the success of organizational change efforts. Practical implications Healthcare policymakers, including directors of nursing, should focus on applications that increase leadership competencies and overall satisfaction of the nurse managers to support the changes in hospitals and supporting learning organization. Hence, they should establish policies that decrease the possible negative impact of planned change efforts. Originality/value Competent nurse managers enhance their readiness for change, which in turn helps nurses in constructive change processes. A leadership guidance program should be set for nurse managers. This study has important implications for hospital administrators and directors of nursing.

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Baldwin, Ann, i Ann Robinette. "A Nurse for the Nurses". Nursing Management (Springhouse) 17, nr 12 (grudzień 1986): 48. http://dx.doi.org/10.1097/00006247-198612000-00023.

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Hidayah, Nur, i Eva Nur Fadila. "Transformational Leadership Directly and Indirectly Effect on Nurse Performance: Organizational Cultural as Intervening Variables". Asian Social Work Journal 4, nr 1 (18.02.2019): 1–10. http://dx.doi.org/10.47405/aswj.v4i1.77.

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A nurse performance greatly determines the quality of health services in a hospital. The purpose of this study was to prove the influence of transformational leadership on nurse performances, both directly and indirectly through organizational culture and work motivation. The research method used was a quantitative approach with cross-sectional design. The number of samples consisted of 86 nurses in a private hospital. Data collection used a questionnaire. Data analysis techniques used Partial Least Square Structural Equation Modeling (PLS-SEM). Research results shew that transformational leadership had a positive and significant effect on nurse performance both directly and indirectly through organizational culture and work motivation). The study results have shown that Transformational Leadership is effect on Organizational Culture. Transformational Leadership is effect on Work Motivation. Transformational Leadership, Organizational Culture, and Work Motivation are effect on Nurses Performance. Organizational culture mediated the effect of the transformational leadership on performance.

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Balsanelli, Alexandre Pazetto, Isabel Cristina Kowal Olm Cunha i Iveth Yamaguchi Whitaker. "Leadership styles and personal and professional profile of intensive care unit nurses". Acta Paulista de Enfermagem 21, nr 2 (2008): 300–304. http://dx.doi.org/10.1590/s0103-21002008000200011.

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OBJECTIVE: To verify the relation between leadership styles and personal and professional profile of a nurse facing another team member when performing ICU patient care. METHODS: Samples were collected on seven nurses and seven practical nurses working as partners. Throughout three months, the nurses were inquired about the leadership style applied when the practical nurse, under their assessment, performed ICU patient care. RESULTS: Persuasion style prevailed among other styles, followed by determining and sharing between leaders and their subordinated team member. CONCLUSION: In this ICU, nurses stand out due to their persuading situational leadership style where they explain their decisions and provide the opportunity for clarification to the subordinated team. No relation between the nurses' leadership style and their professional and personal profile was shown.

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Boamah, Sheila. "Linking Nurses' Clinical Leadership to Patient Care Quality: The Role of Transformational Leadership and Workplace Empowerment". Canadian Journal of Nursing Research 50, nr 1 (6.11.2017): 9–19. http://dx.doi.org/10.1177/0844562117732490.

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Background While improving patient safety requires strong nursing leadership, there has been little empirical research that has examined the mechanisms by which leadership influences patient safety outcomes. Aim To test a model examining relationships among transformational leadership, structural empowerment, staff nurse clinical leadership, and nurse-assessed adverse patient outcomes. Methods A cross-sectional survey was conducted with a randomly selected sample of 378 registered nurses working in direct patient care in acute care hospitals across Ontario, Canada. Structural equation modeling was used to test the hypothesized model. Results The model had an acceptable fit, and all paths were significant. Transformational leadership was significantly associated with decreased adverse patient outcomes through structural empowerment and staff nurse clinical leadership. Discussion This study highlights the importance of transformational leadership in creating empowering practice environments that foster high-quality care. The findings indicate that a more complete understanding of what drives desired patient outcomes warrants the need to focus on how to empower nurses and foster clinical leadership practices at the point of care. Conclusion In planning safety strategies, managers must demonstrate transformational leadership behaviors in order to modify the work environment to create better defenses for averting adverse events.

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Habib, Nazia, Sajid Hussain Awan, Shaheryar Naveed i Chaudhry Shoaib Akhtar. "Effectiveness of Interpersonal Leadership for Engagement and Task Performance of Nurses". SAGE Open 10, nr 2 (kwiecień 2020): 215824402092442. http://dx.doi.org/10.1177/2158244020924429.

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Transformational leadership has been studied as an essential trait for nurse leaders in the past; however, there is a dearth of studies on interpersonal leadership which is a combined construct of transformational leadership and interactional justice. The main objective of this article was to examine the relationship between interpersonal leadership and task performance. A cross-sectional research design was adopted for this study. 700 questionnaires were circulated among nurses from 14 major hospitals across the country. Out of these, 336 nurses replied. The final usable sample size was 283 full-time nurses, out of which 91.8% were female. The online and paper-based instruments were floated twice, at different timings with different cover letters to avoid common method bias. Nurses perceive that interpersonal leadership can significantly enhance their task performance. Similarly the study also found significant mediation of work engagement in the positive relationship between interpersonal leadership and task performance. Moreover, there was no significant difference between public and private sector nurses about interpersonal leadership and its relationship with work engagement and task performance. Interpersonal leadership has been found as significantly and positively effective toward work engagement and task performance of nurses working both in public and private sector hospitals. The results establish that by adopting the interpersonal leadership style, a nurse leader can enhance the work engagement of her followers. The study suggests that interpersonal leadership should be adopted as a total concept in nurse management to achieve better results in terms of work engagement and task performance.

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Mejia, Nilson Enrique, Elias P. Vásquez i Michael Sánchez. "Leadership in Nursing: Charge Nurse/Nurse Manager". Hispanic Health Care International 4, nr 3 (1.09.2006): 131–32. http://dx.doi.org/10.1891/hhci-v4i3a001.

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Player, Kathleen N., i Shari Burns. "Leadership Skills: New Nurse to Nurse Executive". Nurse Leader 13, nr 6 (grudzień 2015): 40–51. http://dx.doi.org/10.1016/j.mnl.2015.09.008.

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Milton, Constance L. "Leadership and Ethics in Nurse-Nurse Relationships". Nursing Science Quarterly 22, nr 2 (kwiecień 2009): 116–19. http://dx.doi.org/10.1177/0894318409332569.

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Wisniewski, Stephanie. "The Softer Side of Leadership". Neonatal Network 20, nr 2 (marzec 2001): 57–58. http://dx.doi.org/10.1891/0730-0832.20.2.57.

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MARGARET HOULIHAN, HEAD NURSE on the TV sitcom M*A*S*H*, is a perfect example of how nurse leaders used to be. Margaret is a dictator. When she faces a problem, she faces it alone, never involving her staff in finding a solution. Instead, Margaret sits up nights internalizing the problem, and later, she rudely barks her orders at the nursing staff. Margaret’s communications are unilateral; she gives orders and the staff listens. The staff nurses do not feel worthy enough to make suggestions or offer help because it is not Margaret’s style to listen. Kerfoot calls this type of leadership “command and control.”1 We can all probably name at least one controlling manager we have known. Many nurses today still prefer this structured style of leadership because accountability rests completely with the manager.

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&NA;. "One Nurse, Two Nurse .. Red Nurse, Blue Nurse". Nursing Management (Springhouse) 29, nr 4 (kwiecień 1998): 5???7. http://dx.doi.org/10.1097/00006247-199804000-00001.

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Agus Sudrajat, Diwa, Fikri Zulfikar i Linlin Lindayani. "Situational Leadership as View by Nurses in Government and Private Hospitals". Journal Of Nursing Practice 3, nr 2 (30.04.2020): 286–90. http://dx.doi.org/10.30994/jnp.v3i2.77.

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Background:Leadership as an indicator of the quality of human resources is a very determining factor in the success of an organization such as a hospital. Leadership style depends also on the maturity of individuals or groups as followers. Purpose:The purpose of this study was to exploresituational leadership of head nurse as viewed by nursesin government and private hospitals.this study uses descriptive research method with cross-sectional approach. The time of the study will begin in May 2019 until June 2019. The instrument used in this study was the leadership style questionnaire model of Harsey and Blanchard.Results:The leadership style of head nurse in the majority government hospitals is delegate (38.5%) and followed by the leadership style of consultation (38.5%), participation (18.5%) and at least instruction (13.8%). The leadership style of head nurses in private hospitals is also almost the same as government hospitals where the majority of implementing nurses rate the room head in the delegate style (48%), which is followed by the leadership style of consultation (23%), participation (20%) and most the least is the leadership style of instruction (9%).Conclusion:The leadership style of head nurse both government and private hospitals iwas dominated by delegation and consultation.

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Volkman, Julie E., i Marianne M. Hillemeier. "School Nurse Communication Effectiveness With Physicians and Satisfaction With School Health Services". Journal of School Nursing 24, nr 5 (październik 2008): 310–18. http://dx.doi.org/10.1177/1059840508323199.

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This study examined school nurses’ communication with community physicians and its relationship to school nurse satisfaction with school health services. A stratified random sample of school nurses in Pennsylvania ( N = 615) were surveyed about communication effectiveness with community physicians, satisfaction with school health services for students, perception of leadership, and students’ health care needs. Additional information from national/state education data on student poverty, nurse-to-student ratio, and rural/urban location was included. Findings indicate that having a leadership role in influencing school health policy is related to school nurses’ communication with community physicians and satisfaction with school health services. Effective communication with physicians was found to be a salient issue influencing satisfaction with school health services, suggesting the importance of stressing communication as well as leadership skills in school nurse education.

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Georges, C. Alicia. "African American Nurse Leadership". Nursing Administration Quarterly 28, nr 3 (lipiec 2004): 170–72. http://dx.doi.org/10.1097/00006216-200407000-00004.

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Nichols, Lee Anne. "Native American Nurse Leadership". Journal of Transcultural Nursing 15, nr 3 (lipiec 2004): 177–83. http://dx.doi.org/10.1177/1043659604265119.

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Chadwick, Jon, Lesley Green i Tracey Allison. "Nurse leadership in Langbaurgh". Primary Health Care 13, nr 7 (wrzesień 2003): 14–16. http://dx.doi.org/10.7748/phc2003.09.13.7.14.c445.

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Murray, Bruce P., Donna Fosbinder, Robert J. Parsons, Richard B. Dwore, Karla Dalley, Gary Gustafson i Lawrence H. Vorderer. "Nurse Executives' Leadership Roles". Journal of Nursing Administration 28, nr 6 (czerwiec 1998): 17–24. http://dx.doi.org/10.1097/00005110-199806000-00005.

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Ponte, Patricia Reid. "Nurse???Physician Co-leadership". JONA: The Journal of Nursing Administration 34, nr 11 (listopad 2004): 481–84. http://dx.doi.org/10.1097/00005110-200411000-00001.

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Anthony, Mary K., Theresa S. Standing, JoAnn Glick, Martha Duffy, Fran Paschall, Mary R. Sauer, Denise Kosty Sweeney, Mary Beth Modic i Michelle L. Dumpe. "Leadership and Nurse Retention". JONA: The Journal of Nursing Administration 35, nr 3 (marzec 2005): 146???155. http://dx.doi.org/10.1097/00005110-200503000-00008.

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Kaeding, Toni H., i Betty Rambur. "Rural Nurse Leadership Project". Policy, Politics, & Nursing Practice 4, nr 4 (listopad 2003): 250–52. http://dx.doi.org/10.1177/1527154403258298.

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Fennimore, Laura, i Gail Wolf. "Nurse Manager Leadership Development". JONA: The Journal of Nursing Administration 41, nr 5 (maj 2011): 204–10. http://dx.doi.org/10.1097/nna.0b013e3182171aff.

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Wang, Hsueh-Feng, Yu-Chia Chen, Feng-Hua Yang i Chi-Wen Juan. "Relationship between transformational leadership and nurses' job performance: The mediating effect of psychological safety". Social Behavior and Personality: an international journal 49, nr 5 (5.05.2021): 1–12. http://dx.doi.org/10.2224/sbp.9712.

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Rapid changes in the healthcare environment necessitate improvements in employee performance. We examined the relationship between nurse managers' transformational leadership and nurses' job performance, and the key mediating role of psychological safety in this relationship. Personnel at six private regional teaching hospitals in Central Taiwan participated in this study, comprising 73 nurse managers and 719 nurses. The results show that when the intergroup heterogeneity of job performance was statistically significant, a positive correlation existed between transformational leadership and job performance at the group level. Next, we performed an analysis using psychological safety as a mediating variable. The results show there was a significant correlation between transformational leadership and perception of psychological safety. This model exhibited lower variance and a better fit than the other examined models. Thus, emphasizing transformational leadership and psychological safety in operations and management could effectively improve nurses' job performance; this recommendation could serve as a standard for nurse managers in their duties.

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Melo, Rosa C. C. P., i Diogo S. Neves. "Leadership and nurses’ satisfaction with supervision". Journal of Hospital Administration 4, nr 4 (13.05.2015): 57. http://dx.doi.org/10.5430/jha.v4n4p57.

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Objective: The main objectives of this study were to evaluate the performance of leadership roles and the nurses’ satisfaction with supervision and to examine the relationship between the performance of leadership roles and nurse satisfaction.Methods: A quantitative, descriptive, correlational and transversal study was conducted, with a sample made up of 79 nurses practicing in two public health institutions in the district of Coimbra in Portugal. Data collected included demographic characteristics, eight leadership roles and five levels of supervision satisfaction. The Munson’s Supervision Satisfaction Scale and the Quinn’s Leadership Scale were used. The instruments adaptation and validation study revealed adequate psychometric properties being considered as valid instruments for the quantitative study pursuance.Results: The results indicate an acknowledgement of all roles of leadership, having a tendency towards the roles of producer (4.73) and director (4.64) indicating leadership centered on the rational goals model, revealing a greater concern with efficiency and productivity. The role of innovator was the one least perceived (4.16). Most nurses (83.50%) were satisfied with the supervision. The relationships between all the leadership roles and nurse satisfaction were positive, with the roles of facilitator (r = .842; p < .001) and mentor (r = .871; p < .001) with the strongest correlation.Conclusions: The investigation revealed that the leader who plays all roles of leadership raises the level of supervision satisfaction of the nurses he/she leads. A poor performance of the facilitator role suggests the need for head nurses to acquire leadership skills which help them manage interpersonal conflicts and promote cohesion and teamwork within the current context of health care restructuring and decreased nurse staffing levels.

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