How magnetic are Finnish hospitals measured by transformational leadership and empirical quality outcomes?

Abstract

Aim The overall aim of this study was to examine nurses’ and patients’ perceptions of the Magnet model components of transformational leadership and empirical quality outcomes in four Finnish hospitals and to determine if the evidence for transformational leadership and empirical quality outcomes is the same or different in the four hospitals. Background This report presents baseline measurements for a longitudinal study of the adaptation of the Magnet model in Finnish hospitals. Methods Web‐based surveys and mailed questionnaires were used in 2008–2009 to collect data from patients (n = 2566) about their satisfaction with care, and from nursing staff about transformational leadership (n = 1151), job satisfaction (n = 2707) and patient safety culture (n = 925) in the selected hospitals. Results Awareness of the work of nursing leaders was low. Nurses reported a high level of job satisfaction. Patient safety culture varied considerably between the four hospitals. Patients believed they generally received excellent quality care. Conclusions Leadership systems are in transition at the hospitals. Patient safety culture is a complex phenomenon that may be unfamiliar to respondents. The results of the study provide a baseline description to guide the journey toward development of Magnet standards. Implications for nursing management Finnish nursing leaders, especially nursing directors, should increase their visibility by working more closely with their staff. They should also pay attention to giving direct feedback about work generally and patient safety issues in particular.

Nurses Practice Environment and Quality of Patient Care in Port Said Hospitals

“…In term of quality of patient care, the nurse assessed quality of patient care very high quality as expressed by them. This result on the same line with Kvist found that Staff's evaluations of the quality of work in their respective working units had a clear relationship with experiences of job satisfaction [1]. Those who evaluated the quality of work as excellent also rated their job satisfaction to be the highest in all subscales (P<0.0001).…”

“…Added tangible activities are required for effective development to create patient safety culture as supporting of nurse managers and leaders at all levels and nurse staffing evidence Kvist [1]. Asserted by Mahran and Ibrahim emphasized approximately half of studied nurses expressed that patient safety was very good [21].…”

“…The healthy practice environment is the crucial fact and challenge for the nurse managers and leaders so they have to usually apply frequent assessment for the nursing practice environment to maintain and improve the health of environment [1]. Evaluation of health care in the country tends to focus more on organizational and structural aspects than on empirical outcomes of health care [2,3].…”

Early career experiences and perceptions - a qualitative exploration of the turnover of young registered nurses and intention to leave the nursing profession in Finland

“…In previous studies, adequate social support and authentic leadership has been found to be an important determinant of positive work outcomes for newly-graduated RNs (Peterson et al 2011, Bjerknes & Bjørk 2012, Laschinger 2012. In Finland, the visibility of nursing managers and administrative leadership styles have been recognised as areas in need of development (Kvist et al 2013).…”

The Impact of Nursing Leadership Training on Evidence-Based Leadership and Practice

“…The themes were mostly drawn from the results of the At Safe Project, e.g. Eneh et al [23] and Kvist et al [30]. They were health promotion, rewarding and feedback, human resource planning and evaluation, patient safety, the management of expertise, change management and well-being at work.…”