A review on leadership of head nurses and patient safety and quality of care

Verschueren, Marc; Kips, Johan; Euwema, Martin

doi:10.1108/s1474-8231(2013)0000014006

Cited by 21 publications

(27 citation statements)

References 63 publications

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“…Health nursing services at hospitals is one of the most important and goal-oriented services that focus on the application of quality nursing care [3]. In terms of nursing management has the responsibility to be faced in improving service standards and quality in order to be able to benefit patients, nurses and parts of the hospital as a provider or provider of health services, one of which is to minimize costs in implementation and continue to provide quality services [4].…”

Section: Icht 2019mentioning

confidence: 99%

A Time-Motion Study Description of Nursing Staff in Medical Unit a Hospital in Indonesia

Rizkiawan¹,

Pramesti²,

Pratiwi

2019

KLS

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Background:The quality managerial system in a hospital can be proved from efﬁciency, and staffs ‘productivity. In the hospital service management was included nursing care management. Objectives: This study aims to ﬁnd out the description of the work performance using time-motion study of nurses in the medical hospital room. Design: This study was quantitative by using descriptive-analytic method. A number of 31 nurses was observed when applied nursing care to the 38 patients. Five investigators stayed every day for 30 days to observe each nursing care that applied by the nurses. Time calculation was using a stopwatch and recorded on paper containing a list of nursing actions. Results: Most of the patients treated in the internal medicine room were dependent on intermediate care (86.6%). There were 30 types of direct nursing care actions that was carried out by the nurses. One of the nursing care actions is preparing diagnostic examinations that need the most average time was 21 minutes; on the other hand, the mean of shortest time is preparing oral medicine that need 1.5 minutes. Conclusion: Theaveragetimeinoneworkingdayinthemedicalroomspend around 426.70 minutes or the equivalent of 7.11 hours.

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Section: Icht 2019mentioning

confidence: 99%

A Time-Motion Study Description of Nursing Staff in Medical Unit a Hospital in Indonesia

Rizkiawan¹,

Pramesti²,

Pratiwi

2019

KLS

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“…Scientific evidence of medical treatment and nursing care have increased during the last few decades [1], including changed circumstances for patient involvement [2] and interdisciplinary collaboration [3]. This makes it reasonable to expect both new challenges and opportunities when planning, developing, and ensuring nursing care [4].…”

Section: Introductionmentioning

confidence: 99%

“…To accomplish this, a greater understanding of nursing leadership and management in improvement work is needed [6]. The involvement of FLNMs is central to the development of structures and cultures to improve patient safety and achieve sustained quality in nursing care [1]. There is growing awareness of the complexity perspective in healthcare among scholars, academics, practitioners, and policy-makers [7] and of how different types of leadership influence outcomes [8].…”

Section: Introductionmentioning

confidence: 99%

“Navigation to prioritizing the patient” – first-line nurse managers’ experiences of participating in a quality improvement collaborative

Sjølie

Hartviksen

Bondas

2020

BMC Health Serv Res

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Background: First-line nurse managers are central to quality improvement work when changing work practices into better patient outcomes. Quality improvement collaboratives have been adopted widely to support quality management in healthcare services and shared learning. We have little knowledge of the first-line nurse managers' own perspectives concerning their need for support and knowledge in quality improvement work. Therefore, the aim of this study was to gain understanding of first line nurse managers' experiences in leading quality improvement work in their own organization when participating in a quality improvement collaborative. Methods: An interpretive approach was chosen following Graneheim and Lundman's qualitative content analysis. Data was collected through three focus group interviews with first-line nurse managers representing different workplaces: the local hospital, a nursing home, and a homecare service in a rural area of Norway. Results: "Navigation to prioritizing the patient" emerged as an overarching metaphor to describe the first-line nurse managers experiences of leading quality improvement work, based on three themes: 1) fellowship for critical thinking and prioritizing the patient; 2) mastering the processes in quality improvement work; and 3) the everyday reality of leadership as a complex context. Conclusions: A quality improvement collaborative encompassing knowledge transfer and reflection may create an important fellowship for health care leaders, encouraging and enabling quality improvement work in their own organization. It is crucial to invite all leaders from an organization to be able to share the experience and continue their collaboration with their staff in the organization. Continuity over time, following up elements of the quality improvement work at joint meetings, involvement by users, and self-development of and voluntary involvement in the quality improvement collaborative seem to be important for knowledge development in quality improvement. The supportive elements of the quality improvement collaborative fellowship were crucial to critical thinking and to the first-line nurse managers' own development and security in mastering the quality improvement work processes. They preferred prioritizing the patients in quality improvement work, despite haste and obstructive situations in an everyday context.

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“…To ensure that organisational (safety) goals are met, managers employ a wide array of leadership behaviours and management practices 11. So far, studies on patient safety and nursing management have primarily focused on relationship-oriented or trust-based leadership styles,3 particularly transformational styles characterised by showing commitment, inspiring followers and engaging employees in patient safety.…”

Section: Introductionmentioning

confidence: 99%

The ConCom Safety Management Scale: developing and testing a measurement instrument for control-based and commitment-based safety management approaches in hospitals

et al. 2018

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The results provide initial support for the construct validity and reliability of our ConCom Safety Management Scale. Both management approaches were found to be relevant for managing patient safety in clinical hospital departments. The scale can be used to deepen our understanding of the influence of patient safety management on healthcare professionals' safety behaviour as well as patient safety outcomes.

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A review on leadership of head nurses and patient safety and quality of care

Cited by 21 publications

References 63 publications

A Time-Motion Study Description of Nursing Staff in Medical Unit a Hospital in Indonesia

A Time-Motion Study Description of Nursing Staff in Medical Unit a Hospital in Indonesia

“Navigation to prioritizing the patient” – first-line nurse managers’ experiences of participating in a quality improvement collaborative

The ConCom Safety Management Scale: developing and testing a measurement instrument for control-based and commitment-based safety management approaches in hospitals

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