An Educational Program to Promote Emotional Mastery Skills in Nurse Managers

Mularz, Laura A.; Johansen, Mary L.

doi:10.1097/nnd.0000000000000246

Cited by 5 publications

(45 citation statements)

References 12 publications

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“…It was unexpected to find that few programmes utilized online technologies (Flatekval & Corbo, 2019; Shen et al., 2018). With limited costs and time as a barrier to the development and sustainability of NM development programmes (LaCross et al., 2019; Mularz & Johansen, 2016; Warshawsky et al., 2020; Warshawsky & Cramer, 2019), Web use may address these limitations, and those commonly associated with the current COVID‐19 situation, in future programmes. Reflective practice was included in the majority of programmes acknowledging the value in this method of learning.…”

Section: Discussionmentioning

confidence: 99%

“…Kuraoka (2018) posits that NMs had received adequate support inadvertently through their reflective journal sessions but did not recognize this as support, or the support was actually less than what they expected. The inclusion of professional development contact hours also revealed organisational support and recognition of programme value (Flatekval & Corbo, 2019; McGarity et al., 2020; Mularz & Johansen, 2016).…”

Section: Key Themes From the Literaturementioning

confidence: 99%

“…(2018) also evaluated their post‐programme participants at 3 months. Mularz and Johansen (2016) conducted evaluation at the completion of the programme and at four months post. For their 90‐day NM development programme, LaCross et al.…”

Section: Key Themes From the Literaturementioning

confidence: 99%

“…Notably, 'The Leader within' AONL domain includes the development of the Emotional Intelligence (EI) competency and confidence, which is represented within several programmes' curricula (Fitzpatrick et al, 2016;Flatekval & Corbo, 2019;Mackoff et al, 2017;Mularz & Johansen, 2016). Emotional intelligence leadership requires these leaders to have strong self-awareness, self-management, socialawareness and social skills (Cope & Murray, 2017).…”

Section: The Leader Within: Creating the Leader Within Yourselfmentioning

confidence: 99%

“…Common to all 14 NM programmes studied was the element of faceto-face didactic learning sessions (Fitzpatrick et al, 2016;Flatekval & Corbo, 2019;Frasier, 2019;Goktepe et al, 2018;Jeon et al, 2018;Kuraoka, 2018;LaCross et al, 2019;Luk, 2018;Mackoff et al, 2017;Manning et al, 2015;McGarity et al, 2020;Mularz & Johansen, 2016;Seabold et al, 2020;Shen et al, 2018). Nurses who completed a comprehensive nurse leader residency programme were highly satisfied with the format, which included didactic learning and demonstrated improving leadership knowledge and skills (Shen et al, 2018).…”

Section: Didactic Learningmentioning

confidence: 99%

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Common components of nurse manager development programmes: A literature review

2020

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Aims To critically appraise contemporary literature and synthesize common components of nurse manager development programmes. Background Although the need for nurse manager development programmes has been well documented, minimal recent research exists which identifies and evaluates the common components in these programmes. Furthermore, nurse managers continue to be poorly prepared and supported in role transition, contributing to poor organisational and role performance and decreased retention. Method A structured literature review saw 14 original research publications appraised for quality, analysed and included in the review. Results The common components identified in nurse manager development programmes include curriculum, method of delivery, support, and funding components. Various subthemes were also identified. Conclusion The components identified within existing nurse manager development programmes are varied. Although there are common components within nurse manager development programmes, these individual components have not been evaluated for effectiveness. There is a clear need for further development of nurse manager development programmes and evaluation of the specific components within. Implications for Nursing Management An understanding of the common components in NM development programmes is useful for designing and implementing robust evidence‐based programmes. Inclusion of these components may facilitate a smoother role transition, enhance performance and improve recruitment and retention of nurse managers.

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