Nurse manager competencies

Abstract

Building on a previous 1994 study, this descriptive study reflects on the evershifting sands of the nurse manager role. This national survey is based on the Katz (1955) conceptual framework of interrelated technical, human and conceptual competencies. An instrument developed by the investigator for determining important nurse manager competencies was validated using an expert panel of American Organization of Nurse Executive (AONE) Nurse Manager Fellows. The research used a web-based survey to collect information from hospital nurse managers who belong to AONE via a selfadministered competency instrument. Eighty one completed the online survey with complete data for a response rate of thirteen percent.Findings suggest the highest self-reported nurse manager competency ratings included effective communication, retention strategies, effective discipline and decisionmaking. In contrast, the lowest self-reported nurse manager competencies included nursing theory, case management and the research process. Associations between competencies with individual and organizational variableswere studied. The impact of organizational variables of hospital size and span of control had a medium effect. Magnet status impact was unremarkable. Individual variables of gender, age, education, tenure as an RN, and tenure in current position also did not significantly impact competency ratings. A large and medium effect was noted between tenure in the management role on all the competency ratings within the five constructs. The Chase Nurse Manager Competency Instrument underwent psychometric testing as none had been done since the original 1994 study. Study data from 1994 and 2010 determined reliability and validity assessments with positive results. A crosswalk was also completed between the Chase Instrument and the 2005 AONE Nurse Manager Leadership Collaborative Framework illustrating similar competency categories of focus. Based on the findings the ten recommendations emerged; Provide realistic expectations of the role; Provide a skill assessment and form a plan based on competency development; Provide a structured orientation and development program which includes 30/60/90 day checkpoints; Establish long term mentorship building on the key ingredients of inspiration and role modeling; CNO involvement is critical; Teach Influence; Teach implementation strategies; Create the culture; Invest in Nurse Manager support for Development of Staffing, Financial Acumen and Compliance; Enhance communication skills at every level. Among nursing leadership, the nurse manager role has been identified as critical in the provision of high-performing, effective and efficient care in the patient care delivery setting. This individual is responsible for quality, safety, satisfaction and financial performance in alignment with regulatory and accrediting body requirements. Excellence in horizontal and vertical communication is required as this role represents the voice of the direct care nurse at the leadership table as well as the voice of the board of...

The meaning of managerial competency of ICU head nurses in Iran: A phenomenological study

“…Other studies also consider being knowledgeable in various areas necessary for a head nurse. [ 4 ],[ 5 ],[ 11 ] The American Organization of Nurse Executives (2008) consider knowledge as one of the main dimensions of competence in a nursing manager, although a great part of this scientific knowledge pertains to the science of management and business. [ 12 ] The present study found management science and the knowledge of care and treatment to be more important than the knowledge of business management.…”

“…[ 23 ] Chase (2010) also viewed certain attributes essential for a competent nursing manager, including good nursing care planning, clinical skills, the use of technology, respecting the standards of nursing care, and a good humor and optimism. [ 11 ] Nazari et al . (2016) also considers having a broad knowledge of healthcare and respecting professional ethics the requirements of a competent nursing manager.…”

“…[ 24 ] In line with these findings, nursing researchers have also considered competence in establishing communication a key competence of nursing managers. [ 2 ],[ 11 ],[ 12 ],[ 13 ] Proper communication is clearly an important factor in professionalizing occupations, and because nursing is considered a profession, having communication skills is a professional necessity of this field,[ 12 ] which is precisely the reason why this skill is integral to having competence. [ 16 ],[ 17 ]…”

“…Other study have also considered the issue of personnel training. [ 11 ] Palmer (2009) emphasized the key role of head nurses as trainers in the ongoing education of nurses and considered them a more effective kind of teacher than others in the past. [ 25 ] This finding is justified by noting that nursing managers of all levels have to facilitate the professional development of nurses.…”

Evaluating performance of the operational managers of obstetrics and gynecology service providing wards

“…also showed that holding educational courses for the mangers increased their managerial skills to perform their managerial duties (organizing, daily activities, planning, motivating, conducting and supervising the staff and situations analysis). [ 25 ] Because decisiveness, counseling, work allocation, making efficient communication, coordination, conflict management, time management, organizing, planning, problem solving, support, education, performance evaluation, efficient discipline, and team work are among the most important capabilities that the operational managers should consider and administrate,[ 26 ] hiring the managers who are knowledgeable of managerial issues is realized in health care services centers. [ 21 ] Limitations of the present study included limitation in conducting similar studies in the studied wards and limitation concerning access to international articles in this field.…”