A Review on Leadership in Nursing (original) (raw)
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Factors contributing to nursing leadership: a systematic review
Journal of Health Services Research & Policy, 2008
Objectives: Leadership practices of health care managers can positively or negatively influence outcomes for organizations, providers and, ultimately, patients. Understanding the factors that contribute to nursing leadership is fundamental to ensuring a future supply of nursing leaders who can positively influence outcomes for health care providers and patients. The purpose of this study was to systematically review the multidisciplinary literature to examine the factors that contribute to nursing leadership and the effectiveness of educational interventions in developing leadership behaviours among nurses.
The aim of this review was to evaluate the effect of leadership styles of nurse managers on nurse and organisational performances and identify the research gaps. The literature search using Google Scholar yielded 53 articles on the entire range of the topic. Although nurses play a vital role, their performance can be significantly affected by the leadership style of the nurse manager under whom they work. Both positive and negative effects are possible. Negative effects may lead to errors in patient care, delayed or poor service delivery and even leaving the organisation. The nurse has no job satisfaction. High turnover of nurses, poor enrolment in nursing schools, financial loss to the hospital for orienting the new nurses and loss of reputation if there is high turnover rate and their impact on patient care are serious issues. Increasing trend of medical errors demonstrate the importance of providing the right work environment and empowerment to the nurses and good leadership by nurse managers for their motivation and high level of performance. Research gaps related to eight issues and problems were identified from the review.
The nature of leadership style in nursing management
British Journal of Nursing, 2011
The purpose of this study was to explore the nature of leadership styles used by nurse managers, and describe staff nurses' perceptions of leadership styles. Effective leadership among nurse managers has been associated with staff nurse job satisfaction and retention. Twenty staff nurses from two hospitals in Ghana responded to tape-recorded interview questions. Four themes emerged from inductive analysis of the data. Findings suggest that nurse managers employed intimidation and minimal consultation to control their employees. The study further indicated that nurse managers were perceived as ‘figure-heads’, who are weak and inarticulate at the level of policy planning and implementation. It was therefore concluded that staff nurses in the study site hospitals lack confidence, trust and satisfaction with the current style of leadership. Staff nurses preferred a more proactive, articulate and independent nursing leadership at the top level. It is recommended that effective leader...
Leadership style of Nurse Managers
Leadership style is phenomenon which affects the productivity and quality nursing care. There is a lack of research studies in this area in Sri Lanka. The aim of this study was to examine the nurses’ perception about their nurse managers’ leadership style. The study sample comprised 160 nurses using simple random sampling. The research instruments were Demographic Data Recording Form and the Perceived Leadership Form Questionnaire. The reliability coefficient of the Perceived Leadership Form Questionnaire was 0.86 and the content validity index of was .91. Data were analyzed using descriptive statistics. Nurses perceived their managers’ leadership style as transformational (Mean = 3.35, SD =0.64), and transactional leadership as (Mean = 3.25, SD =0.45). The results of the study showed that nurses perceived their managers’ leadership style as transformational. The study provides the opportunity for nurse managers to look into their nursing staff by examining their own leadership style
Leadership styles in nursing management: preferred and perceived
Journal of Nursing Management, 2006
Leadership styles in nursing management: preferred and perceived Aim The aim was to explore nursing leadership regarding what nurse managers and subordinates see as important and to explore subordinates' opinions of their nurse manager's performance in reality. Background The manager's style can be fundamental for subordinates' acceptance of change and in motivating them to achieve stated visions and goals and high quality of care. Methods Nurse managers (n ¼ 77) and 10 of each included nurse manager's subordinates received a questionnaire to assess ÔpreferredÕ leadership behaviour in three dimensions: change, production and employee/relation orientations. The same questionnaire was used to assess subordinatesÕ opinions of their manager's leadership behaviour. Results There are statistically significant differences in opinions of preferred leadership between managers and subordinates, especially related to production and relation orientation. The subordinatesÕ perception of real leadership behaviour has lower mean values than their preferred leadership behaviour in all three dimensions. Conclusions Subordinates prefer managers with more clearly expressed leadership behaviour than managers themselves prefer and demonstrate.
BMJ Leader
BackgroundResearch shows a significant growth in clinical leadership from a nursing perspective; however, clinical leadership is still misunderstood in all clinical environments. Until now, clinical leaders were rarely seen in hospitals’ top management and leadership roles.PurposeThis study surveyed the attributes and skills of clinical nursing leadership and the actions that effective clinical nursing leaders can do.MethodsIn 2020, a cross-sectional design was used in the current study using an online survey, with a non-random purposive sample of 296 registered nurses from teaching, public and private hospitals and areas of work in Jordan, yielding a 66% response rate. Data were analysed using descriptive analysis of frequency and central tendency measures, and comparisons were performed using independent t-tests.ResultsThe sample consists mostly of junior nurses. The ‘most common’ attributes associated with clinical nursing leadership were effective communication, clinical compete...
The Examination of Factors Relating to the Leadership Style of Nursing Leaders in Hospitals
Naše gospodarstvo/Our economy, 2016
Theories often describe leadership with different classifications, based on personality and behaviour, and have been used to establish the traits and behaviours that determine an effective leadership style. We used the quantitative methodology to investigate the determinants of the leadership style among nursing leaders in Slovene hospitals. Based on the results, we determined that demographic characteristics such as gender, age, length of employment, and level of education do not affect the choice of the leadership style. Internal organizational characteristics such as job position, emotional intelligence, communication, personal characteristics, and the decision-making process are positively associated with the leadership style. Personal characteristics are considered important when it comes to using specific leadership styles, regardless of the choice of the leadership style, which also depends on the situation and external influences.
Leadership in nursing: from teaching to practice in a hospital environment
Escola Anna Nery, 2017
Objective: To analyze the knowledge of nurses on teaching of leadership in the undergraduate and its exercise in a hospital environment. Method: Qualitative, descriptive and exploratory study. There were interviewed 37 nurses working in a public hospital in the state of Rio Grande do Sul, Brazil. Data were collected through semi-structured interviews and it was categorized according the Thematic Analysis method, using the NVivo software. Results: The nurses recognize leadership as professional competence and mentioned positive aspects related to the leadership formation in graduation, which was obtained from significant theoretical contribution, provided by nursing professors. The institution lacks investments to offer theoretical and practical leadership support. Final Thoughts: Teaching leadership during graduation requires transversal approach, as well as strategies of permanent education that potentiate the exercise of leadership in a hospital environment.
International Journal of Nursing Studies, 2010
Context: Numerous policy and research reports call for leadership to build quality work environments, implement new models of care, and bring health and wellbeing to an exhausted and stretched nursing workforce. Rarely do they indicate how leadership should be enacted, or examine whether some forms of leadership may lead to negative outcomes. We aimed to examine the relationships between various styles of leadership and outcomes for the nursing workforce and their work environments. Methods: The search strategy of this multidisciplinary systematic review included 10 electronic databases. Published, quantitative studies that examined leadership behaviours and outcomes for nurses and organizations were included. Quality assessments, data extractions and analysis were completed on all included studies. Findings: 34,664 titles and abstracts were screened resulting in 53 included studies. Using content analysis, 64 outcomes were grouped into five categories: staff satisfaction with work, role and pay, staff relationships with work, staff health and wellbeing, work environment factors, and productivity and effectiveness. Distinctive patterns between relational and task focused leadership styles and their outcomes for nurses and their work environments emerged from our analysis. For example, 24 studies reported that leadership styles focused on people and relationships (transformational, resonant, supportive, and consideration) were associated with higher nurse job satisfaction, whereas 10 studies found that leadership styles focused on tasks (dissonant, instrumental and management by exception) were associated with lower nurse job satisfaction. Similar trends were found for each category of outcomes. Conclusion: Our results document evidence of various forms of leadership and their differential effects on the nursing workforce and work environments. Leadership focused on task completion alone is not sufficient to achieve optimum outcomes for the nursing workforce. Efforts by organizations and individuals to encourage and develop transformational and relational leadership are needed to enhance nurse satisfaction, recruitment, retention, and healthy work environments, particularly in this current and worsening nursing shortage. ß