Differentiating nursing leadership and management competencies

Jennings, Bonnie Mowinski; Scalzi, Cynthia C.; Rodgers, James D.; Keane, Anne

doi:10.1016/j.outlook.2006.10.002

Cited by 54 publications

(36 citation statements)

References 99 publications

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“…However, distinctions are often blurred and effective managers apply functions of both leadership and management when implementing change. 2,5 Consistently, leadership activities suggested to support EBP involve managerial support, policy revision, and auditing. 2 A recent theory on middle managers' role in implementation suggests that activities considered important in influencing effectiveness involve how managers diffuse and synthesize information about the innovation, mediate between the implementation strategy and day-to-day activities, and promote the innovation.…”

Section: Introductionmentioning

confidence: 99%

Developing Leadership in Managers to Facilitate the Implementation of National Guideline Recommendations: A Process Evaluation of Feasibility and Usefulness

Tistad

Palmcrantz

Wallin

et al. 2016

Int J Health Policy Manag

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Background: Previous research supports the claim that managers are vital players in the implementation of clinical practice guidelines (CPGs), yet little is known about interventions aiming to develop managers' leadership in facilitating implementation. In this pilot study, process evaluation was employed to study the feasibility and usefulness of a leadership intervention by exploring the intervention's potential to support managers in the implementation of national guideline recommendations for stroke care in outpatient rehabilitation. Methods: Eleven senior and frontline managers from five outpatient stroke rehabilitation centers participated in a fourmonth leadership intervention that included workshops, seminars, and teleconferences. The focus was on developing knowledge and skills to enhance the implementation of CPG recommendations, with a particular focus on leadership behaviors. Each dyad of managers was assigned to develop a leadership plan with specific goals and leadership behaviors for implementing three rehabilitation recommendations. Feasibility and usefulness were explored through observations and interviews with the managers and staff members prior to the intervention, and then one month and one year after the intervention. Results: Managers considered the intervention beneficial, particularly the participation of both senior and frontline managers and the focus on leadership knowledge and skills for implementing CPG recommendations. All the managers developed a leadership plan, but only two units identified goals specific to implementing the three stroke rehabilitation recommendations. Of these, only one identified leadership behaviors that support implementation. Conclusion: Managers found that the intervention was delivered in a feasible way and appreciated the focus on leadership to facilitate implementation. However, the intervention appeared to have limited impact on managers' behaviors or clinical practice at the units. • Pilot studies preceding larger implementation studies are useful to ensure both intervention and data collection feasibility. Implications for the publicTo this day, changes in healthcare are a major challenge; many of today's errors and adverse events could be prevented by using evidence-based practice (EBP). However, implementing EBP is easier said than done, and a complete picture as to what facilitates this process is yet to come. One aspect considered vital is the behavior of managers to facilitate guideline implementation. In this study, we piloted a leadership intervention based on a particular theoretical model to support managers in developing implementation plans. We found that the managers appreciated the model, and found it relevant to their practice. However, few implementation plans reflected their own role in facilitating the implementation of stroke rehabilitation guidelines. Further studies should provide supplementary support to managers, in order to facilitate their guideline implementation.

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Section: Introductionmentioning

confidence: 99%

Developing Leadership in Managers to Facilitate the Implementation of National Guideline Recommendations: A Process Evaluation of Feasibility and Usefulness

Tistad

Palmcrantz

Wallin

et al. 2016

Int J Health Policy Manag

View full text Add to dashboard Cite

show abstract

“…In complex health systems, health care managers require additional competencies to complement the generic management functions of planning, directing, coordinating, and controlling to be effective (5). This is because managerial competencies are important for optimal patient care and continuous quality of health improvement (3, 6), while competent managers play a key role in the implementation of universal health coverage reforms (7, 8). The International Council of Nurses and the World Health Professions Alliance advocate for competence-based education for health service managers that take account of career stage, roles and responsibilities, work context, and setting (9, 10), through in-service training, short courses, diplomas, and degree training programmes (2, 11).…”

Section: Introductionmentioning

confidence: 99%

An evaluation of the competencies of primary health care clinic nursing managers in two South African provinces

Munyewende

Levin

Rispel

2016

Global Health Action

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BackgroundManagerial competencies to enhance individual and organisational performance have gained currency in global efforts to strengthen health systems. Competent managers are essential in the implementation of primary health care (PHC) reforms that aim to achieve universal health coverage.ObjectiveTo evaluate the competencies of PHC clinic nursing managers in two South African provinces.DesignA cross-sectional study was conducted in two South African provinces. Using stratified random sampling, 111 PHC clinic nursing managers were selected. All supervisors (n=104) and subordinate nurses (n=383) were invited to participate in the survey on the day of data collection. Following informed consent, the nursing managers, their supervisors, and subordinate nurses completed a 40-item, 360-degree competency assessment questionnaire, with six domains: communication, leadership and management, staff management, financial management, planning and priority setting, and problem-solving. Standard deviations, medians, and inter-quartile ranges (IQRs) were computed separately for PHC nursing managers, supervisors, and subordinate nurses for competencies in the six domains. The Tinsley and Weiss index was used to assess agreement between each of the three possible pairs of raters.ResultsA 95.4% response rate was obtained, with 105 nursing managers in Gauteng and Free State completing the questionnaires. There was a lack of agreement about nursing managers’ competencies among the three groups of raters. Overall, clinic nursing managers rated themselves high on the five domains of communication (8.6), leadership and management (8.67), staff management (8.75), planning and priority setting (8.6), and problem-solving (8.83). The exception was financial management with a median score of 7.94 (IQR 6.33–9.11). Compared to the PHC clinic managers, the supervisors and subordinate nurses gave PHC nursing managers lower ratings on all six competency domains, with the lowest rating for financial management (supervisor median rating 6.56; subordinate median rating 7.31).ConclusionThe financial management competencies of PHC clinic nursing managers need to be prioritised in continuing professional development programmes.

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“…Key knowledge, skills, and attributes emerged as critical to developing nurse leaders including knowledge of complex systems and healthcare financing; interpersonal skills and supportive behaviors including caring, conflict resolution skills, the ability to motivate others; and personal qualities such as risk taking, confidence, and creativity. 8,12,14 Four transformational roles for meeting future business challenges include the ability to be a master strategist, change maker, relationship/network builder, and talent developer. 13 Studies conducted by the Center for Creative Leadership on successful leaders noted that the most important leadership skills include (1) leading employees, (2) strategic planning, (3) inspiring commitment, (4) managing change, (5) resourcefulness, (6) being a quick learner, and (7) doing whatever it takes.…”

Section: Evidence-based Frameworkmentioning

confidence: 99%

Nurse Manager Leadership Development

Fennimore

Wolf

2011

JONA: The Journal of Nursing Administration

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The complexities of healthcare demand new leadership approaches to achieve organizational goals while developing and sustaining healthy work environments. The nurse manager is the defining role, crucial to achievement of workplace outcomes. Preparing nurses for this dynamic, complex role is often dependent on didactic education or on-the-job training that falls short of true leadership development. The authors describe an innovative approach to the development of successful nursing leaders across an integrated healthcare system.

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Differentiating nursing leadership and management competencies

Cited by 54 publications

References 99 publications

Developing Leadership in Managers to Facilitate the Implementation of National Guideline Recommendations: A Process Evaluation of Feasibility and Usefulness

Developing Leadership in Managers to Facilitate the Implementation of National Guideline Recommendations: A Process Evaluation of Feasibility and Usefulness

An evaluation of the competencies of primary health care clinic nursing managers in two South African provinces

Nurse Manager Leadership Development

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