Nurse Manager Support: How Do Staff Nurses Define It?

Schmalenberg, Claudia; Kramer, Marlene

doi:10.4037/ccn2009366

Cited by 36 publications

(36 citation statements)

References 18 publications

(19 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Specific behaviors indicative of supportive nurse manager relationships were cited for almost every essential work process. 31,38 On the basis of frequency, the citations most instrumental in enabling clinical nurses to enact the work processes essential for high-quality patient care were as follows:…”

Section: From Expert Meta-analysismentioning

confidence: 99%

“…21,[27][28][29][30][31][32][33][34][35][36][37][38][39][40][60][61][62] In these P-S studies, EOM scores from more than 50 000 clinical nurses in 157 hospitals were used to select hospitals with the healthiest staff nurse-confirmed work environments. Within each "high-scoring" hospital, clinical nurses (n = 721), nurse managers (n = 382), and physicians (n = 249) from clinical units scoring above the hospital's mean on the EOM scales were interviewed to ascertain the structures and best leadership 8 NURSING ADMINISTRATION QUARTERLY/JANUARY-MARCH 2010 practices that promoted the 8 essential work processes/relationships.…”

Section: Expert Samplementioning

confidence: 99%

See 1 more Smart Citation

Nine Structures and Leadership Practices Essential for a Magnetic (Healthy) Work Environment

Kramer

Schmalenberg

Maguire

2010

Nursing Administration Quarterly

Self Cite

View full text Add to dashboard Cite

Improving clinical nurse work environments is a major challenge faced by nurse executives today. To meet this challenge, nurse leaders must implement the "right" structures and best leadership practices so that clinical nurses can engage in the work processes and relationships that are empirically linked to quality patient outcomes. What are these "right" structures and best leadership practices? Meta-analyses of 2 sets of publications were used to identify organizational structures and best leadership practices essential to a healthy work environment, that is, a work environment that enables them to engage in the work processes and relationships needed for quality patient care outcomes. The first set was 12 publications from 7 professional organizations/regulatory bodies that advocated forces, hallmarks, and standards for a healthy work environment. The second set was 18 publications from the Essentials of Magnetism structure-identification studies, in which the aggregated results from 1300 interviews with staff nurse, manager, and physician "experts" were compared with the agency results. Broadening the categories and final aggregation yielded the 9 most important and influential structures essential to a quality work environment. Suggestions for implementing these structures are provided.

show abstract

Section: From Expert Meta-analysismentioning

confidence: 99%

Section: Expert Samplementioning

confidence: 99%

Nine Structures and Leadership Practices Essential for a Magnetic (Healthy) Work Environment

Kramer

Schmalenberg

Maguire

2010

Nursing Administration Quarterly

Self Cite

View full text Add to dashboard Cite

show abstract

“…17 Other researchers have defined manager support as being available and accessible to the nursing staff to provide assistance with job-related problems that links to the findings in this administrative supervisor study. [17][18][19][20] While the studies refer to unit managers, their findings correlate.…”

Section: Discussionmentioning

confidence: 90%

“…Manager support, such as providing resources, serving as a management resource, and caring for the nurses, is described in the literature. [17][18][19][20] In one study, hospital staff nurses were interviewed about the unit-based manager behaviors that influence their job satisfaction. They gave examples of managers providing support to the unit, such as "being on our side," and "going to bat for the nurses with physicians or abusive visitors."…”

Section: Discussionmentioning

confidence: 99%

Administrative Supervisors

Weaver

Lindgren

2016

Nursing Administration Quarterly

View full text Add to dashboard Cite

The administrative supervisor, who is the nurse manager present on the night and weekend shifts, can be found in hospitals throughout the United States. Yet, very little research has been published about this role on weekend and night shifts in acute care hospitals. The objective of this qualitative research study was to gain a better understanding of the administrative supervisor role. In-depth interviews with administrative supervisors were conducted at acute care hospitals in the mid-Atlantic region of the United States. Thematic analysis was used to reduce the data and identify codes and themes. Administrative supervisors experience and described their role within a "different" hospital world on weekends and at night. The administrative supervisors consistently stated that they oversee and are responsible for staffing and patient flow, crisis management, and management support for the staff. That administrative supervision is a challenging position for nurses is particularly evident as researchers seek to obtain a better understanding of how nurse leaders make a difference. This research delineates these different supervisor role responsibilities to provide a better understanding of management during the "off-shift." Nurse leaders can utilize this information to assist in justifying the need for this shift management role at their institutions.

show abstract

“…28 Indeed, staff nurses report that "fostering sound decision-making by asking for 'best practices' evidence" is one of the 10 universal role behaviors of supportive nurse managers. 29 Developing EBP teams has also been acknowledged as a best practice to empower staff and promote autonomy over professional nursing practice. 30 Despite all these data, researchers in a landmark study 31 found "other organizational goal[s]" aside from research have higher priority in most organizations.…”

Section: Recommendations For Practicementioning

confidence: 99%

“Inside Looking In” or “Inside Looking Out”? How Leaders Shape Cultures Equipped for Evidence-Based Practice

Halm

2010

American Journal of Critical Care

View full text Add to dashboard Cite

Nurse Manager Support: How Do Staff Nurses Define It?

Cited by 36 publications

References 18 publications

Nine Structures and Leadership Practices Essential for a Magnetic (Healthy) Work Environment

Nine Structures and Leadership Practices Essential for a Magnetic (Healthy) Work Environment

Administrative Supervisors

“Inside Looking In” or “Inside Looking Out”? How Leaders Shape Cultures Equipped for Evidence-Based Practice

Contact Info

Product

Resources

About