Aims and objectives To understand factors that influence nurse manager job satisfaction. Background Nurse managers influence patient care, staff retention and health care initiatives, yet poor retention and recruiting outcomes threaten the supply of managers. Research regarding staff nurse job satisfaction and retention is substantial, but far less is known about these same areas for nurse managers. Evaluations Electronic databases were systematically searched to find studies regarding nurse manager job satisfaction. Articles were selected using professional guidelines and set criteria. Fourteen peer‐reviewed publications were included in this review. Major themes were extracted and synthesized. Key Issues Findings from this review indicate that nurse manager job satisfaction is influenced by workloads, organisational support, nurse manager–supervisor relationships and the quality of their training and competency. Conclusions This review found overwhelming workloads, inadequate resources, poor supervisor relationships and insufficient training to be commonplace for nurse managers. To improve satisfaction and retention, institutions must cultivate practice environments that promote healthy workloads, strong interorganisational relationships, professional growth and success of their nurse managers. Implications for Nursing Management Findings from this study reveal areas for improvement that health care institutions and senior nursing leadership can use to transform practice environments, increase nurse managers’ job satisfaction and entice them to stay.
The aim of this study was to identify and prioritize research topics for nursing administration and leadership science. BACKGROUND: Nursing administration and leadership research priorities should provide a framework for building the science needed to inform practice.
The purpose of this article is to share gaps in knowledge and research related to pandemic management identified by nurse leaders during the COVID-19 pandemic. As part of a larger Delphi study, nurse leaders responded to an open-ended survey question about gaps in research they saw as important following the pandemic. Responses were analyzed using directed content analysis. Results are presented as four super-categories: Organizational leadership preparedness, adaptive leadership in crisis, innovations in care delivery, and health, well-being, and resilience.
OBJECTIVE The purpose of the study was to explore relationships between authentic leadership style, global social power, job demand, job control, and workplace bullying of nurse managers in acute care settings across the United States. BACKGROUND Consequences of workplace bullying are linked to intent to leave, turnover, and harmful emotional and physical effects. METHODS An explorative, descriptive, cross-sectional design using an online survey was utilized. RESULTS Thirty-five percent of nurse managers reported being a target of workplace bullying with severity levels ranging from occasional to severe. Executive nurse leaders were identified as the primary perpetrator with the downward direction recognized as most prominent. CONCLUSIONS Nurse managers are recipients of workplace bullying emanating from executive nurse leaders, clinical nurses, and their nurse manager peers.
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