Grace under fire: aesthetic leadership in clinical nursing

Mannix, Judy; Wilkes, Lesley M; Daly, J. J.

doi:10.1111/jocn.12883

Cited by 4 publications

(1 citation statement)

References 23 publications

(47 reference statements)

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“…Although there are inconsistencies in how communication styles, behaviours and traits are described in the literature, it is recognized that certain aspects are considered positive, with less attention on negative behaviours. On one hand, positive attributes include respecting and listening to staff, appropriately responding to staff emotions, providing access to sufficient information to effectively perform their work (Pearson et al., 2007), using appropriate language, reflecting emotions appropriately, using body language well, actively listening and providing positive feedback (Mannix et al., 2015). On the other hand, negative leadership behaviours include being condescending, demanding (Reed & Bullis, 2009), intimidating, micromanaging and sending mixed messages (Carrington, 2012).…”

Section: Discussionmentioning

confidence: 99%

Developing an instrument to assess empowering nurse leader communication behaviours

Hopkinson

Glaser²,

Napier

et al. 2021

J Nurs Manag

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Aim The overall purpose of the study was to develop an instrument to assess empowering nurse leader communication behaviours. Background Effective communication by nurse leaders promotes empowerment, yet communication assessments are often broad in nature without specifying precise behaviours. Methods An instrument development process was used to identify empowering nurse leader communication behaviours. Nurses working in United States military health care facilities (n = 240) provided responses to 47 pilot items, along with a 12‐item psychological empowerment instrument to test for concurrent criterion validity. Results After review of item performance, 12 items were deleted. An exploratory factor analysis supported either a 2‐ or 3‐factor model, with confirmatory factor analyses conducted to validate the underlying latent variables of empowering and limiting behaviours. The final nurse leader communication assessment consists of 2 factors consisting of 20 positive items (empowering subscale) and 15 negative items (limiting subscale). Conclusion The final 2‐factor assessment supports the theoretical premise of the empowering and limiting behaviours. Further testing may provide further dimensional clarity. Implications for nursing management Use of the assessment can provide a basis for the development of training for individual nurse leaders or for facility nurse leaders as a collective.

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Section: Discussionmentioning

confidence: 99%