Structural Empowerment of Clinical Nurse Managers

Abstract

In the current changing healthcare environment, it is important to gain more understanding of the role of CNMs who are crucial to quality care and patient and nurse satisfaction. This study provides important baseline information about perceptions of structural empowerment among CNMs. Interventions that can be initiated to enhance the CNM empowerment are presented.

Experiential meaning of a decent quality of work life for nurse managers in a university hospital

“…These authors concurred in saying that a caring environment that recognizes NMs' leadership can have a significant impact on inter-professional collaboration, efficiency, management innovation, performance, and productivity. Our findings also support the work of Oliver, Gallo, Griffin, White, and Fitzpatrick, [48] who found that NMs' active participation in decision-making significantly increased job satisfaction and enhanced quality of care. Similar to Fyffe [49] and Paliadelis, [17] our findings demonstrated the importance of developing a political sense and understanding the strategic organizational power of nursing leadership.…”

Nurses' perception of empowerment and its relationship with organizational commitment and trust in teaching hospitals in Iran

“…The findings revealed moderate organizational trust for the subjects and in other studies, the nurses did not show a high rate of organizational trust in their managers (Laschinger & Finegan, 2005), and in their institutions (Altuntas & Baykal, 2010). Considering the results, it can be mentioned that factors such as lack of management support and not accessing to information reduce organizational trust , through daily briefing, newsletters, meeting with nurses, screen savers and electronic devices (Oliver et al, 2014) are important for achieving the organizational goals, as well as organizational trust and effectiveness.…”

“…These findings may suggest that nurses are not sufficiently supported by managers in order to create changes and innovations in their work settings. In Oliver's et al study conducted on the clinical nurse managers (CNMs), access to formal power showed the lowest mean (Oliver et al, ). Studies, found that emergency nurses in New Zealand (Connolly et al, ) and nurses in a teaching hospital in Turkey feel they have low levels of formal power (Dirik & Intepeler, ).…”

“…The results showed that nurses reported moderate rate of organizational commitment that is consistent with the rates in the results of studies carried out in Iran (Eskandari, Siahkali, Shoghli, Pazargadi, & Tafreshi, ) and other countries such as China (Ouyang et al, ; Yang et al, ). According to the results, it can be claimed that the amount of commitment in staff depends on job satisfaction, job burnout, psychological empowerment (Yang et al, ), organizational citizenship, job performance, organizational climate (Cho et al, ), job security, organizational culture, employment status and monetary rewards (Vanaki & Vagharseyyedin, ), and organizations that encourage communication and transparency (Oliver et al, ), creativity, and teamwork and help staff to gain personal honours can enhance organizational commitment.…”

“…Considering the content validity of the tools, they were used as valid and standardized tools after consulting with the statistics advisor of the study and due to the fact that they had been used in several nursing studies outside (Connolly et al, 2018;Dirik & Intepeler, 2017;Faulkner & Laschinger, 2008;Oliver, Gallo, Griffin, White, & Fitzpatrick, 2014) and inside the country (Asad, Ebadi, Karami, Gholami, & Farsi, 2007). The levels of perception of the above-mentioned variables were obtained by calculating the averages of the total scores of the questionnaires as low, medium and high.…”