A mixed‐methods systematic review of interventions to improve leadership competencies of managers supervising nurses

Abstract

Aim This study aimed to synthesize evidence on interventions to improve leadership competencies of managers supervising nurses. Background In recent years, numerous interventions have been developed to improve the leadership competencies of managers supervising nurses. However, researchers and nursing leaders are unclear about what aspects of interventions are effective for developing which competencies. Methods We conducted a mixed‐methods systematic review following the Joanna Briggs Institute (JBI) approach for evidence synthesis. The Medline (Ovid), CINAHL, Embase, Scopus, Nursing and Allied Health Database were reviewed. Data extraction, quality appraisal and narrative synthesis were conducted in line with Preferred Reporting Items for Systematic Reviews and Meta‐Analyses guidelines. Results A total of 69 studies (35 quantitative, 22 mixed methods, 12 qualitative) evaluating 68 interventions were included. Studies showed that interventions used modal activities such as lectures, group work and mentoring that generally had positive effects on improving leadership competencies such as supporting, developing and recognizing nurses. Opportunities to interact with peers increased managers' engagement in the interventions; however, many barriers existed for managers to use the competencies in practice including understaffing, insufficient time and lack of support from supervisors and staff. Conclusions Leadership interventions were shown to have beneficial effects on developing different competencies. Managers predominately felt positive about participating in leadership interventions; however, they expressed many difficulties applying what they learned in practice. Implications for nursing management Leadership interventions should include multimodal activities that give managers opportunities for interaction. When considering interventions for developing the leadership of managers, it is imperative to consider the practice environments for managers to be successful in applying the competencies they learned in practice.

Evaluation of the effectiveness of a Strengths-Based Nursing and Healthcare Leadership program aimed at building leadership capacity: A concurrent mixed-methods study

“…The qualitative interviews of the present study brought to light the tangible usefulness of the Strengths-Based Nursing and Healthcare Leadership values to frame and structure an open, collaborative, and inclusive work environment. While Chen et al (2022) recent review concluded that many nurse leaders face difficulties applying the leadership competencies they acquire through intervention and training, we argue that this is not the case for Strengths-Based Nursing and Healthcare leaders. The Strengths-Based Nursing and Healthcare Leadership values are person-centred rather than performance-centred, an aspect that deeply resonated with the participating nurses and healthcare leaders.…”

“…Several leadership interventions for nurse leaders have been developed in the past 20 years. Two recent reviews of existing leadership interventions have been published ( Chen et al, 2022 ; Cummings et al, 2021 ), and both have shown generally positive outcomes of the interventions. Chen et al (2022) further highlighted that most programs were delivered in-person or through group work and that, in recent years, intervention programs have often incorporated more than one element in combination with in-person lectures or seminars, such as coaching and mentoring.…”

“…Two recent reviews of existing leadership interventions have been published ( Chen et al, 2022 ; Cummings et al, 2021 ), and both have shown generally positive outcomes of the interventions. Chen et al (2022) further highlighted that most programs were delivered in-person or through group work and that, in recent years, intervention programs have often incorporated more than one element in combination with in-person lectures or seminars, such as coaching and mentoring. However, workload, understaffing, and time were highlighted as significant barriers to the implementation of newly-acquired leadership competencies ( Chen et al, 2022 ).…”

“…Targeted interventions have been found effective for developing leadership practices in nurses ( Chen et al, 2022 ), particularly interventions that were developed based on established theoretical frameworks and considered organizational context in their implementation ( Cummings et al, 2021 ). However, to date, no leadership training program based on this approach exists.…”

Toxic leadership and its relationship with outcomes on the nursing workforce and patient safety: a systematic review

“…Because toxic leaders assert upward influence tactics to conceal their incompetence (Milosevic et al , 2020), leadership development interventions to enrich their leadership competence can be seen as a potential strategy for handling toxic behavior in the workplace. In two separate systematic reviews (Chen et al , 2022; Cummings et al , 2021), interventions for leadership development, while seen to improve leadership behavior and practices in nurse managers, could also potentially reduce toxic and other undesirable behavior in nurse managers. Other leadership strategies may include leadership mentoring and coaching (Kanninen et al , 2021), leadership simulation (Labrague, 2021a, 2021b), leadership fellowship (MacPhee et al , 2012) and leadership certifications (Foster et al , 2018).…”