Managerial competencies of head nurses: a model and assessment tool

Abstract

Head nurses' performance plays an important role in the successful operation of hospitals. Identification and prioritisation of managerial competencies required for these supervisors and evaluation of their performance on this basis are necessary. This study aimed to provide a valid tool for assessing managerial competencies of hospital department head nurses. First, through literature review, Delphi technique and expert panel, a competency model was developed. Then using the analytic hierarchy process, competencies were weighted and prioritised. Finally, based on the model, an instrument was designed to measure the competencies of head nurses. Validity and reliability of the instrument was also checked. The proposed framework included 27 competencies categorised by four main managerial tasks: planning, organising, leadership and control. Findings revealed that the highest priority was given to strategic thinking (0.1221) and the lowest priority was given to evidence-based decision making (0.007). Based on impact score and content validity ratio results, the content validity of all questions has been proved. Furthermore through the use of a content validity index, 11 questions were omitted or modified. The study presents a valid and comprehensive model for assessing managerial competencies of hospital department head nurses in order to take an important step towards improving their performance.

Head Nurses' Evaluation and Nurses' Self Evaluation for Performing Chest Nursing Care Procedures

“…1-knowledge of head nurses and nurses about chest nursing care standard procedure will be changed. (14) , Gass (2009) (15) and related recent literature Percussion of patient includes 36 items .Vibrations of patient includes 19 items (1)(2)(3)(4)(5)(6)(7)(8)(9).Cough exercise of patient includes 19 items (1)(2)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15)(16)(17)(18)(19).Suctioning of patient includes 36 items .…”

“…Head nurse performance is very significant because of their strong effect on the nurses. They interact with most nurses on an everyday basis and must action like role models, if their role weak unsuccessful to stimulate their nursing staff, it may affect dramatically the performance of the nurses (3) .Head nurse is labeled as a fulcrum of managerial success of the nursing unit and as having a pivotal role in the hospital as a whole. She has three main areas that constitute her role (4) .…”

Effect of Educational Program on Head Nurses Negotiation Skills for Resolution of Conflict among Nurses in Intensive Care Units

“…They should have the ability to manage time effectively and conducting efficient negotiation during nurses' discussions, team building and dealing with conflict (3) .…”

Morality traits for an ideal nurse manager: A multicentre cross‐sectional study

“…In this vein, leadership practice in nursing management is undergoing many changes; therefore, there is an emerging need to develop new management competencies (Heinen et al., 2019; Hoffmann et al., 2020; Kantanen et al., 2017) and, at the same time, to explore more deeply the value of nursing leadership in terms of management skills and human competence. Nurse managers (head nurses and nurse directors) are expected to have both leadership and management competencies, as well as specific skills in human resources (Foster, 2020), organisational strategies, economic and administrative skills to fulfil their responsibilities (Moghaddam et al., 2019). In particular, research evidence has highlighted that the managerial competence of first‐line nurse managers is multifactorial and includes three factors contributing to their development: organisational factors, personality traits and individual characteristics of individual managers, and role factors (Gunawan et al., 2018).…”