Importance of role competencies for Chinese directors of nursing based on the forces of magnetism

Spicer, Joan Gygax; Guo, Yuhong; Liu, Huaping; Hirsch, Jane; Zhao, Hong; Ma, Weiguang; Holzemer, William L.

doi:10.1111/j.1365-2834.2010.01182.x

Cited by 8 publications

(10 citation statements)

References 15 publications

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“…RNs evaluated their nurse managers’ TL qualities slightly higher than nurse directors. This has been found in previous studies (Eneh et al, ; Kvist et al, ; Spicer et al, ). As in described in Figure , nurse directors are more far from RNs, while nurse managers are front line managers in Finland.…”

Section: Discussionsupporting

confidence: 88%

The self‐organizing map clustered registered nurses’ evaluations of their nurse leaders

et al. 2019

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Aim To characterize registered nurses’ (RNs’) perceptions of nurse leaders’ transformational leadership (TL) qualities in Finnish university hospitals and identify predictors of positive and negative evaluations. Background Transformational leadership can improve health care but requires development. Information on TL is typically derived from survey results, which are vulnerable to confounders. Method Cross‐sectional survey. Registered nurses’ perceptions of nurse leaders were measured with the TL scale. Kohonen's self‐organizing map was used to cluster the data based on RNs’ opinions and questionnaire items. Logistic regression explained background characteristics’ effects on cluster formation. Results A total of 1,970 RNs participated and evaluated their nurse leaders’ TL qualities as moderate. Giving feedback and rewarding clustered separately from other TL qualities. Females and permanent workers evaluated nurse managers more negatively but nurse directors positively. Positive perceptions of nurse managers’ TL predicted better TL among nurse directors. Vice nurse managers gave the most positive evaluations. A total of 197 RNs had no opinions about nurse directors’ TL. Conclusions Registered nurses evaluated nurse managers’ TL qualities as moderate and were unfamiliar with nurse directors. Background characteristics affecting evaluations differed between leader types. Implications for Nursing Management Giving feedback and rewarding should be more closely associated with other TL qualities. Transformational leadership requires transformational approaches from both nurse managers and directors.

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Section: Discussionsupporting

confidence: 88%

The self‐organizing map clustered registered nurses’ evaluations of their nurse leaders

et al. 2019

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“…They have to bear all the responsibility for their decisions and be able to cope with stressful situations. The most important role-specific competencies for the Unauthenticated Download Date | 5/11/18 11:28 PM first leadership level are a positive attitude towards education and good interprofessional relationships (Fukurawa & Cunha, 2011;Spicer et al, 2011). The results of our research show that the similarity of competency norms in state administration and nursing care is greatest at this leadership level.…”

Section: Discussionsupporting

confidence: 53%

Training Needs Assessment for Leaders in Nursing Based on Comparison of Competency Models

2014

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Background and Purpose: The main purpose behind the formation of leadership competency models must be the improvement of leadership. A competency model should serve as one of the tools for selecting the most suitable leaders, appraising their work, assessing training needs and preparing programmes of functional and formal education. The objective of this research is to assess the training needs of leaders in health care. A comparison of leadership competency models between different professional groups should serve as one of the tools with which to assess the training needs of various levels of leaders. Design/Methodology/Approach: A descriptive study using a survey design was conducted on 141 nurse leaders in Slovenia. Respondents indicated to what extent each of 95 different behaviours was characteristic of a person at their leadership level. Results: The most important competence dimensions (groups of behaviours) for leaders in health care are (1) at the first -top leadership level: strategic thinking, openness to change and responsibility; (2) for leaders at the second -middle leadership level: relations with co-workers, animation, resistance to stress; and (3) for leaders at the third leadership level: realisation skills, execution of procedures, communication. Training needs assessments were done for three leadership levels in nursing care. Conclusions: The greatest need for training of nurse leaders can be observed at the third leadership level. Special training programmes should be organised in the competency areas of realisation skills, execution of procedures, communication, education and ethics.

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“…However, the results are aligned with several previous studies; Scott (2007) reported that only 10.3% of NAs had a master’s degree. In China, about 6.7% of DONs had graduate education (Spicer et al. 2011).…”

Section: Discussionmentioning

confidence: 99%

Comparisons of self-ratings on managerial competencies, research capability, time management, executive power, workload and work stress among nurse administrators

Kang¹,

Chiu²,

Hu³

et al. 2012

J Nurs Manag

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Importance of role competencies for Chinese directors of nursing based on the forces of magnetism

Abstract: The study's findings support the transferability of the Forces of Magnetism to nursing management in hospitals internationally.

Cited by 8 publications

References 15 publications

The self‐organizing map clustered registered nurses’ evaluations of their nurse leaders

The self‐organizing map clustered registered nurses’ evaluations of their nurse leaders

Training Needs Assessment for Leaders in Nursing Based on Comparison of Competency Models

Comparisons of self-ratings on managerial competencies, research capability, time management, executive power, workload and work stress among nurse administrators

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