Nursing leadership from crisis to postpandemic

Kvist, Tarja; Seitovirta, Jaana; Nurmeksela, Anu

doi:10.1111/jonm.13699

Cited by 3 publications

(2 citation statements)

References 14 publications

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“…There is a growing demand, particularly among the younger generation, to modify the existing work environment from task-oriented leadership to a transformational leadership approach [ 42 , 43 ] which includes transparency, empathy, and effective communication with nurses [ 42 ]. Leadership that provides a meaningful and inspiring vision is crucial in motivating employees to work effectively, even with a substantial workload.…”

Section: Discussionmentioning

confidence: 99%

Clinical nurse managers’ leadership styles and staff nurses’ work engagement in Saudi Arabia: A cross-sectional study

Alluhaybi,

Usher,

Durkin

et al. 2024

PLoS ONE

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Background Effective nurse leadership enhances nurse welfare, improves patient care, and increases organisational success. A lack of adequate, supportive leadership significantly contributes to many nurses leaving the profession. Nurse managers need to prioritise engagement and retention as significant focus areas to address the nursing shortage in Saudi Arabia and accomplish the national program’s objectives. Aim To examine the correlation between the leadership styles of clinical nurse managers and staff engagement. Method This study used a descriptive, cross-sectional, correlational design. The leadership styles of clinical nurse managers were evaluated using the Multifactor Leadership Questionnaire (MLQ-5X). Work engagement was assessed using the Utrecht Work Engagement Scale (UWES). Questionnaires were distributed to 450 nurses in four public hospitals in western Saudi Arabia. Non-probability convenience sampling was used to collect the data. Results A total of 278 nurses from a range of clinical areas participated in the survey, which revealed that the leadership styles of clinical nurse managers positively or negatively impact nurse work engagement. Most clinical nurse managers exhibit transformational leadership, followed by transactional, then passive-avoidant styles. Respondents displayed a high level of work engagement, emphasising the positive impact of transformational and transactional leadership on work engagement outcomes. The findings showed significant differences in leadership styles and work engagement levels between Saudi and non-Saudi nurses across various dimensions. Conclusion Understanding the effect of leadership styles employed by nurse managers on work engagement can positively impact staff retention rates and the quality of patient care. Nurse managers should participate in training programs to enhance their practical leadership skills to enhance the work engagement levels of nurses. Implication Nurse work engagement can be improved by establishing training programs that promote effective leadership and highlight the significance of various leadership styles and their subsequent impact on nurse work engagement. Nursing students should receive education on leadership styles. Nursing leaders should be given access to mentoring programs and opportunities for career advancement to support the introduction of effective leadership styles.

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Section: Discussionmentioning

confidence: 99%

Clinical nurse managers’ leadership styles and staff nurses’ work engagement in Saudi Arabia: A cross-sectional study

Alluhaybi,

Usher,

Durkin

et al. 2024

PLoS ONE

View full text Add to dashboard Cite

show abstract

“…Finally, although presenting results before the COVID-19 crisis, this study highlights the importance of the head nurses' role in shaping followers' well-being. Post-crisis studies have shown how the importance of this leaders' role within their relationship with followers (which declined in the enactment of different leadership styles) was even reinforced by the consequences that the pandemic had on the health care system [89][90][91].…”

Section: Limitationsmentioning

confidence: 99%

Leaders’ Role in Shaping Followers’ Well-Being: Crossover in a Sample of Nurses

Caputo

Gatti

Clari

et al. 2023

IJERPH

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The link between well-being at work and leadership has received considerable attention. Leaders have the power to influence followers not only due to formal position, but also their positive behaviors could reinforce the followers’ positive working experience. Following the crossover model (Westman, 2001), this study investigates whether leaders’ work-related positive psychological states (i.e., work engagement) cross over to those of the followers (i.e., work engagement and job satisfaction) through the mediation of the latter’s perception of transformational leadership. We used MPlus 8 to test two multilevel mediations in a sample of 1505 nurses nested in 143 groups led by as many leaders (87.19% of nurses and 56.50% of head nurses of the entire population). Results show that while there is not a crossover of leader work engagement to nurse work engagement, manager work engagement can cross over to nurse job satisfaction, enhancing their well-being through transformational leadership behaviors. This study adds further insights both on crossover theory and on the importance of leaders in expanding and transferring resources to followers at work. Fostering work engagement at a managerial level in the healthcare sector could be the driver to facilitate the well-being of nurses at work, address negative outcomes, and promote positive ones.

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Learning from a crisis: a qualitative study on how nurses reshaped their work environment during the COVID-19 pandemic

de Vos,

de Kok,

Maassen

et al. 2024

BMC Nurs

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Background The global nursing shortages exacerbated by the COVID-19 pandemic necessitated a drastic reorganization in nursing practices. Work routines, the composition of teams and subsequently mundane nursing practices were all altered to sustain the accessibility and quality of care. These dramatic changes demanded a reshaping of the nurses’ work environment. The aim of this study was to explore how nurses reshaped their work environment in the early stages of the COVID-19 pandemic. Methods A descriptive study comprising 26 semi-structured interviews conducted in a large Dutch teaching hospital between June and September 2020. Participants were nurses (including intensive care unit nurses), outpatient clinic assistants, nurse managers, and management (including one member of the Nurse Practice Council). The interviews were analysed with open, axial, and selective coding. Results We identified five themes: 1) the Nursing Staff Deployment Plan created new micro-teams with complementary roles to meet the care needs of COVID-19 infected patients; 2) nurse-led adaptations effectively managed the increased workload, thereby ensuring the quality of care; 3) continuous professional development ensured adequate competence levels for all roles; 4) interprofessional collaboration resulted in experienced solidarity, a positive atmosphere, and increased autonomy for nurses; and, 5) supportive managers reduced nurses’ stress and improved work conditions. Conclusions This study showed that nurses positively reshaped their work environment during the COVID-19 pandemic. They contributed to innovative solutions in an environment of equal interprofessional collaboration, which led to greater respect for their knowledge and competencies, enhanced their autonomy and improved management support.

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Nursing leadership from crisis to postpandemic

Cited by 3 publications

References 14 publications

Clinical nurse managers’ leadership styles and staff nurses’ work engagement in Saudi Arabia: A cross-sectional study

Clinical nurse managers’ leadership styles and staff nurses’ work engagement in Saudi Arabia: A cross-sectional study

Leaders’ Role in Shaping Followers’ Well-Being: Crossover in a Sample of Nurses

Learning from a crisis: a qualitative study on how nurses reshaped their work environment during the COVID-19 pandemic

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