Leadership behaviour of nurse managers in relation to job satisfaction and work climate

Sellgren, Stina Fransson; Ekvall, Göran; Tomson, Göran

doi:10.1111/j.1365-2934.2007.00837.x

Cited by 111 publications

(112 citation statements)

References 42 publications

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“…Leadership styles that focused on people and relationships were associated with higher nurse job satisfaction, whereas leadership styles focused on tasks were associated with lower nurse job satisfaction [24]. Employees with a manager perceived as "super" have the highest rates of job satisfaction, and the relationship between a creative work atmosphere and job satisfaction was strong [25].…”

Section: Discussion Of the Findingsmentioning

confidence: 99%

Establishing Patient Safety in Intensive Care— A Grounded Theory

Häggström¹,

Holmström²,

Jong³

2017

OJN

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Background: The modern intensive care unit (ICU) is a complex and high-risk environment, and even small adverse events and changes may deteriorate the patient's conditions and eventually cause harm. Many factors can potentially be associated within an increased amount of errors, leading to adverse events. Nurses, nurse managers, and other leaders all play important roles in establishing patient safety. Aim: This study aimed to obtain a deeper understanding of leaders' and nurses' main concerns in establishing patient safety in Swedish intensive care units. Method: A grounded theory methodology was used. Data from 15 interviews with leaders and nurses involved in critical care in Sweden were collected, analysed and constant compared. Findings: The main concern in establishing patient safety was promoting quality of care, work engagement, and staffs well-being in strained ICUs. The core category building trust explained how the leaders' and nurses' strove for quality of care and wished a healthy, safe work environment. This is further explained in the categories "Being an accessible and able leader", "Creating knowledge and understanding", and "Establishing collaborative practice". Conclusion: Establishing patient safety in the ICU requires that staffs enjoy going to work, have good work relations, are committed and want to stay at the unit. A healthy, salutogenetic unit with a work environment marked by trust provides a better opportunity to establish patient safety, and various leaders have potential to achieve this.

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Section: Discussion Of the Findingsmentioning

confidence: 99%

Establishing Patient Safety in Intensive Care— A Grounded Theory

Häggström¹,

Holmström²,

Jong³

2017

OJN

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show abstract

“…In the field of nursing management, particular interest has been centred on the association between leadership and staff well-being to address the problems of a stretched nursing workforce and an international shortage of nurses (Cummings et al, 2010). In this field, leadership has been shown to be related to well-being outcomes such as burnout (Kanste et al, 2007), job satisfaction (Cummings et al, 2010;Sellgren et al, 2008) and moral distress (de Veer et al, 2013).…”

Section: Introductionmentioning

confidence: 98%

The mediating role of demand and control in the relationship between leadership behaviour and employee distress: A cross-sectional study

Lornudd

Tafvelin

Schwarz

et al. 2015

International Journal of Nursing Studies

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“…A reciprocal relationship of trust, enthusiasm, justice, and praise improves team member satisfaction and productivity (Phillips et al, 2001;Chen et al, 2008). Leaders that initiate change and support their team members establish a creative and more satisfying work climate (Sellgren et al, 2008). As gross anatomy can often be a challenging and grueling course early in the first-year of medical school, an encouraging team atmosphere can provide a more pleasant work environment for students.…”

Section: Peer Teaching and Leadership In The Human Structure Blockmentioning

confidence: 98%

Learning to lead: Self‐ and peer evaluation of team leaders in the human structure didactic block

Chen

Gregory

Camp

et al. 2009

Anatomical Sciences Ed

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Increasing emphasis on leadership in medical education has created a need for developing accurate evaluations of team leaders. Our study aimed to compare the accuracy of self- and peer evaluation of student leaders in the first-year Human Structure block (integrated gross anatomy, embryology, and radiology). Forty-nine first-year medical students at Mayo Medical School were assigned to learning teams of three or four members. Teams worked together on daily laboratory dissection, clinical projects, embryology presentations, and daily group quizzes. Student team leaders were responsible for leading laboratory dissection, reviewing radiographic findings, and organizing group assignments. Weekly electronic surveys were administered to evaluate team leaders on altruism, compassion, respect, integrity, responsibility, commitment to excellence, and self-reflection. Results demonstrated that team leaders rated themselves lower than their peers rated them in multiple aspects of leadership. Peer evaluation of team leaders was statistically higher than self-evaluation in all traits measured except respect. Female leaders were rated higher by their peers in the areas of responsibility and self-reflection compared to male leaders. This study demonstrates the need for increased communication between team leaders and members, along with creation of a mutually respectful environment, to improve leader awareness of their abilities and foster team success.

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Leadership behaviour of nurse managers in relation to job satisfaction and work climate

Cited by 111 publications

References 42 publications

Establishing Patient Safety in Intensive Care— A Grounded Theory

Establishing Patient Safety in Intensive Care— A Grounded Theory

The mediating role of demand and control in the relationship between leadership behaviour and employee distress: A cross-sectional study

Learning to lead: Self‐ and peer evaluation of team leaders in the human structure didactic block

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