The Incidence of Workplace Bullying and Related Environmental Factors Among Nurse Managers

Abstract

OBJECTIVE The purpose of the study was to explore relationships between authentic leadership style, global social power, job demand, job control, and workplace bullying of nurse managers in acute care settings across the United States. BACKGROUND Consequences of workplace bullying are linked to intent to leave, turnover, and harmful emotional and physical effects. METHODS An explorative, descriptive, cross-sectional design using an online survey was utilized. RESULTS Thirty-five percent of nurse managers reported being a target of workplace bullying with severity levels ranging from occasional to severe. Executive nurse leaders were identified as the primary perpetrator with the downward direction recognized as most prominent. CONCLUSIONS Nurse managers are recipients of workplace bullying emanating from executive nurse leaders, clinical nurses, and their nurse manager peers.

Job Demands as Risk Factors of Exposure to Bullying at Work: The Moderating Role of Team-Level Conflict Management Climate

“…Next to role conflict, increased workload or work pressure has been suggested as an important precursor of bullying (Hauge et al, 2007; Baillien and De Witte, 2009). Although work pressure is a natural and necessary part of all working life, high work pressure over time, without sufficient recourses to cope with them, has been related to workplace bullying (Hauge et al, 2007; Parchment and Andrews, 2019). In fact, in the seminal work of Brodsky (1976), work pressure was proposed as a type of harassment by and in itself – when consistently being directed to one or more subordinates with the aim or likely outcome of punishing the target(s).…”

Cuidado Al Personal De Enfermería Desde La Perspectiva Del Supervisor en El Contexto Hospitalario

“…Se realizó una entrevista semiestructurada, que permite incluir más preguntas para enriquecer la información (11) , hasta llegar a la saturación de los datos al obtener información repetida, por lo que el grupo de participantes se conformó por 10 personas que cumplieron los criterios de inclusión; ninguno rechazó participar. Las entrevistas se desarrollaron en un aula de enseñanza para evitar interrupciones, se llevaron a cabo privadamente con cada participante dentro de su horario laboral para no interferir con su trabajo, tuvieron una duración entre 20 y 40 minutos y fueron grabadas.…”

“…De acuerdo con lo anterior, el ambiente laboral tiene repercusión directa en el trato del SE con el personal operativo, relación que está influenciada por el estilo de liderazgo, equipo de trabajo y su habilidad para solucionar conflictos, sin embargo, el SE también puede ser víctima de violencia laboral, la mayoría de las veces propiciado por personal a su cargo, pares supervisores y superiores (9)(10)(11)(12) .…”

Factors that influence nurse manager job satisfaction: An integrated literature review

“…The average nurse manager has less than 5 years of experience, and intention to remain in their positions is low, less than 3 years in many cases (Parchment & Andrews, 2019; Warshawsky & Cramer, 2019; Weavers et al., 2019). These findings are a big concern because nurse manager competency is a multilayered endeavour requiring time and experience to perfect (Baxter & Warshawsky, 2014; Warshawsky & Cramer, 2019).…”