Nurse managers’ self-evaluations of their management competencies and factors associated with their ability to develop staff

Shomura, Masako; Okabe, Haruka; Tejima, Yoshie; Yaguchi, Naho; Iwamoto, Satoshi; Sakurai, Daisuke

doi:10.5430/jnep.v9n8p99

Cited by 2 publications

(4 citation statements)

References 10 publications

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“…Nurse managers play a critical role in creating a positive work environment for nurses to ensure the delivery of safe and high‐quality nursing care, which facilitates the attainment of organisational goals and outcomes (McSherry et al, 2012). To fulfil this role, nurse managers require effective leadership skills to actively engage in dealing with staff nurses, peers and top administrators (McSherry et al, 2012; Shomura, Okabe, Tejima, Yaguchi, Iwamoto, & Sakurai, 2019). In particular, the current health care climate is characterized by increased complexity, shortages in nursing staff, budget cuts, rising costs and increasing patient acuity.…”

Section: Introductionmentioning

confidence: 99%

Predictors of toxic leadership behaviour among nurse managers: A cross‐sectional study

et al. 2020

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Aim To identify the predictors of toxic leadership behaviour in nurse managers. Background Toxic leadership is becoming increasingly prevalent in nursing; however, the literature provides very limited evidence of the different factors that promote toxic leadership behaviour in nurse managers. Methods A descriptive, cross‐sectional design was used. Two hundred and forty nurse managers from ten hospitals in the Central Philippines were included in the study. Data were collected using the Nurse Information Form and the Toxic Leadership Behaviours of Nurse Managers Scale (ToxBH‐NM). Hierarchical multiple regression was used to analyse the data collected. Results The mean of average item score of the ToxBH‐NM was 1.250 (SD = 0.470). Multiple regression analyses identified the years of experience in a managerial role (β = −0.165, p = .031), job status (part time) (β = 0.177, p = .002), ward census (30 patients, 40 patients and above 40 patients) ([β = 0.231, p = .005]; [β = 0.345, p < .004]; [β = 0.262, p = .012]), number of units managed (2 units and > 3 units) ([β = 0.292, p < .001]; [β = 0.235, p < .001]), hospital type (private hospital) (β = 0.271, p = .007) and hospital level (secondary hospitals) (β = 0.226, p = .036) predicted toxic leadership behaviour in nurse managers. Conclusions Overall, nurse managers were appraised as non‐toxic leaders. Nurse managers who held a part‐time job status, those who had lower experience in the managerial role and those who were assigned to wards or units with high patient admission numbers reported increased toxic leadership behaviours. Further, nurse managers who managed more than 2 units, those who were employed in private hospitals and those who worked in secondary hospitals reported increased toxic leadership behaviours. Implications for Nursing Management Nurse administrators can consider the different predictors identified when planning and developing leadership interventions and organisational strategies (e.g. limiting the number of units per nurse manager, provision of full‐time job employment, assignment of assistant nurse managers, formulation of policy specific to managing toxic behaviours), which may assist in the determent of toxic behaviours in nurse managers.

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Section: Introductionmentioning

confidence: 99%

Predictors of toxic leadership behaviour among nurse managers: A cross‐sectional study

et al. 2020

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“…These challenges called for changes such as the development of new systems and protocols of care, and new ways of working, which were mostly coordinated by nurse managers [ 38 ]. Their role in sustaining the quality of care was rated the most important in past studies, involving personal mastery such as their abilities to handle contingencies and projecting a sense of confidence, calm, control, and security during crises [ 39 , 40 , 41 ].…”

Section: Discussionmentioning

confidence: 99%

“…With further validation, it could be adopted as a tool to assess the competencies of nurse managers against standards of performance [ 47 ]. Regarding the training of nurse managers, previous studies have indicated that a one-off education program failed to improve the competencies of nurse managers [ 37 ], and many scholars have stressed the importance of providing systematic and continuous training to nurse managers [ 41 , 48 ]. The findings of this study can serve as a basis for designing these training programmes.…”

Section: Discussionmentioning

confidence: 99%

“…The findings of this study lay a foundation for the development of succession planning programs to identify the right person with the essential competency levels, and to facilitate the role transition of staff nurses to first-line nurse managers. There is also a need to conduct regular educational need assessments, as the competencies required for success may change with time [ 41 , 48 ]. With committed efforts, our future nurse leaders will be better prepared for the challenges ahead, which will ultimately lead to improved staff and organizational outcomes.…”

Section: Discussionmentioning

confidence: 99%

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Competencies of Nurse Managers as Predictors of Staff Nurses’ Job Satisfaction and Turnover Intention

Choi¹,

Lee²,

Wong³

et al. 2022

IJERPH

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Nurse managers have played an integral role in stabilizing the nursing work environment and workforce in the face of the COVID-19 pandemic, yet the competencies required for such a feat are largely unknown. This study was conducted during the pandemic to identify the specific domains of nurse manager competencies that associate with nurse outcomes. A cross-sectional survey was conducted on a convenience sample of 698 staff nurses to measure the perceived competence of their nurse managers and their job satisfaction and turnover intention levels. The overall perceived nurse manager competency level in our sample was 3.15 out of 5 (SD = 0.859). The findings indicated that 34.3% of nurses were dissatisfied with their current jobs, and 36.3% of nurses were considering leaving their current workplace. Regression analyses identified “Team Communication and Collaboration” (β = 0.289; p = 0.002), “Staff Advocacy and Development” (β = 0.229; p = 0.019), and “Quality Monitoring and Pursuance” (β = 0.213; p = 0.031) as significant predictors of staff nurses’ job satisfaction and “Staff Advocacy and Development” (β = −0.347; p < 0.000) and “Team Communication and Collaboration” (β = −0.243; p = 0.012) as significant predictors of nurses’ turnover intention. The findings of the study have implications for the future recruitment, training, and performance evaluation of nurse managers.

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Nurse managers’ self-evaluations of their management competencies and factors associated with their ability to develop staff

Cited by 2 publications

References 10 publications

Predictors of toxic leadership behaviour among nurse managers: A cross‐sectional study

Predictors of toxic leadership behaviour among nurse managers: A cross‐sectional study

Competencies of Nurse Managers as Predictors of Staff Nurses’ Job Satisfaction and Turnover Intention

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