Components of the Magnet® model provide structure for the future vision of nurse managers’ work: A qualitative perspective of nurse managers

Abstract

Aim To describe nurse managers’ views of their work in the future. Background Ongoing reformation of health care organisations includes profound changes to nurse managers’ work practices. Method A qualitative approach was applied to elicit views of nurse managers (n = 133) from eight Finnish specialized medical care hospitals through one open‐ended question about their future work in November 2019. The acquired data were subjected to inductive thematic content analysis. Results Four themes were identified in the nurse managers’ responses, indicating that they anticipated: 1) a shift from hierarchical leadership to shared governance, 2) an increasing focus on proactive and systematic work, 3) development of evidence‐based practices and 4) improvement in the attractiveness and effectiveness of the organisation. Conclusions Nurse managers envisage their future work will follow the transformational leadership model. Shared governance and multidisciplinary team leading, with a stronger focus on proactive strategic planning will extend their power to influence decision‐making. Administrative supporting systems will free more time from their daily routine work for interactions with staff. Implications for Nursing Management Clarification of the managers’ job description along with administrative support systems is anticipated to strengthen leadership, facilitate management, enhance decision‐making and increase the attractiveness and effectiveness of both health care organisations and nurse managers’ work.

Frontline nurses’ appraisal of organizational attractiveness and the role of management support, interdepartmental collaboration climate and service quality of care

“…The findings reveal that SQC has a direct effect on OA ( β = 0.252). As such, the findings support the views of Nurmeksela et al (2021): “ultimately the quality of care is […] a crucial factor in the perception of organizations’ attractiveness” (p. 5). Although the direct relationship between SQC and OA has not been examined previously, these findings indicate that SQC is a type of “customer-linked job satisfaction” (Paulin et al , 2006).…”

“…The findings reveal that SQC has a direct effect on OA (b = 0.252). As such, the findings support the views of Nurmeksela et al (2021): "ultimately the quality of care is [. .…”

“…Al-Abrrow et al (2021) note that “worldwide, health-care organizations such as hospitals face numerous challenges that are directly or indirectly related to employees’ perception of organizational attractiveness” (p. 21). A recent qualitative study of 133 nursing managers (Nurmeksela et al , 2021) highlighted that improvement in employees’ perception toward OA would be a “crucial factor” to focus on in the future.…”

Nurses and ward managers' perceptions of leadership in the evidence‐based practice: A qualitative study

“…In Finland (Kvist et al, 2013) and Italy (Morsiani et al, 2017), it was also found that nursing leadership needs more development to achieve transformational leadership. In our study, nurses' perception of empowerment for change was a key factor in successful evidence implementation, in accordance with other researchers (Cheng et al, 2018;Cummings et al, 2018;Liukka et al, 2018;Nurmeksela et al, 2021).…”

“…Transformational leadership was positively associated with providers' positive attitudes towards adoption of EBP in magnet hospitals (Aarons, 2006;Nurmeksela et al, 2021). Our findings show that mainly in Health Agency hospitals, ward managers try to involve the nurses in the changes and rely on natural leaders to implement evidence, but nurses feel they have little power for change.…”