The relationship between nurse managers' leadership style and patients' perception of the quality of the care provided by nurses: Cross sectional survey

Zaghini, Francesco; Fiorini, Jacopo; Piredda, Michela; Fida, Roberta; Sili, Alessandro

doi:10.1016/j.ijnurstu.2019.103446

Cited by 72 publications

(81 citation statements)

References 60 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…For many health professionals, their commitment to their work and professional career is a priority that takes them away from family and social relationships and causes them to dedicate less time than they would like to family responsibilities [116]. This extreme and rigid dedication causes a high level of exhaustion and a sensation of lethargy and depersonalization [117]. The debate on the effects of this professional dedication on WLB as one's health care career advances has a long history, but the issue seems far from a closed topic [118].…”

Section: Discussionmentioning

confidence: 99%

Analyzing the Job Demands-Control-Support Model in Work-Life Balance: A Study among Nurses in the European Context

Romero

Ariza-Montes

Perlines

2020

IJERPH

View full text Add to dashboard Cite

The balance of personal life with professional life is a topical issue that is increasingly worrisome due to globalization, the rapid introduction of new technologies into all areas of human life, the overlap between time between work and family, new organizational systems, and changes in the nature of work. This problem is accentuated by professions subjected to intense labor demands, as is the case of nurses. Adopting the Job Demand–Control–Support model, the main purpose of this research is to analyze how these factors lead to a greater or lesser degree of work–life balance. The research proposes a logistic regression model, which was constructed with a sample of 991 nursing professionals from the V European Working Conditions Survey. The results obtained confirm, on the one hand, that there is a significant effect of physical demands (but not psychological demands) on work–life balance. On the other hand, the moderating effects of job control are partially confirmed for psychological demands, and those of supervisor support (but not co-worker support) are partially confirmed for physical demands. In conclusion, the present research shows that effective management of nurses’ work context can decisively contribute to finding the difficult balance between personal and professional time.

show abstract

Section: Discussionmentioning

confidence: 99%

Analyzing the Job Demands-Control-Support Model in Work-Life Balance: A Study among Nurses in the European Context

Romero

Ariza-Montes

Perlines

2020

IJERPH

View full text Add to dashboard Cite

show abstract

“…reduction in mortality rates, decreased inpatient falls and medication errors, decreased cases of fractures and reduction in the complications regarding immobility) (Wong, Cummings, & Ducharme, 2013; Agnew & Flin, 2014; Wong & Giallonardo, 2013); and organisational outcomes (e.g. increased organisational performance and productivity) (Zaghini et al., 2020; Cumming et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

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

et al. 2020

View full text Add to dashboard Cite

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.

show abstract

“…Recent research by De Simone et al (2018) and Zaghini et al (2020) provides support for these ndings, i.e. both of these studies reported correlations between patient satisfaction and nurses' job satisfaction (54,55). Nurses are motivated to provide high-quality care (48); as such, it is logical that patient satisfaction with the outcomes of care will improve nurses' job satisfaction.…”

Section: Job Satisfactionmentioning

confidence: 94%

Relationships between nurse managers’ work activities, nurses’ job satisfaction, patient satisfaction, and medication errors at the unit level: A correlational study

Nurmeksela

Mikkonen

Kinnunen

et al. 2020

Preprint

View full text Add to dashboard Cite

Background Nurse managers play a critical role in enhancing nursing and patient outcomes. A nurse manager’s work, which can be described as a middle-manager at a health care organization, is complex and changes from day to day. Only a few studies have clarified how nurse managers divide their time across various work activities. This study aimed to describe the relationships between nurse managers’ work activities, nurses’ job satisfaction, patient satisfaction, and medication errors at the hospital unit level. Methods A cross-sectional and correlational study design was used. The data were collected from nurse managers (n= 29), nursing staff (n=306), and patients (n=651) from 28 units across three Finnish acute care hospitals between April and November in year 2017. In addition, data concerning medication errors over one calendar year (2017) were acquired from the hospitals’ incident reporting register. Analysis of covariance (ANCOVA) was used to estimate relationships between data from subareas of Nurse Managers’ Work Content Questionnaire, Kuopio University Hospital Job Satisfaction Scale, and Revised Humane Caring Scale, along with medication errors reports. Significance level of 95% was used to estimate strength of covariances. Unstandardized coefficients (B) estimates were used to explain the relationship of variables.Results Multiple relationships between nurse managers’ work activities, nurses’ job satisfaction, patient satisfaction, and medication errors were identified. Nurse managers’ work activities had both positive and negative relationships on the other studied variables. The Requiring factors of work (p< .001) subarea of nurses’ job satisfaction, total patient satisfaction (p< .001), and medication errors (p< .001) were found to be the variables most significantly affected by other factors.Conclusions The findings suggest that nurse managers should focus on improving nursing practices by managing and organizing nurses’ work in a way that makes their employees feel supported, motivated and secure. Furthemore, nurse managers should adopt a leadership style that emphasizes safe and patient-centered care. The results also suggest that the administration of today’s health care organizations should actively evaluate nurse managers’ share of work activities to ensure that their daily work is in line with the organizational goals.

show abstract

The relationship between nurse managers' leadership style and patients' perception of the quality of the care provided by nurses: Cross sectional survey

Abstract: The relationship between nurse managers' leadership style and patients' perception of the quality of the care provided by nurses: Cross sectional survey',

Cited by 72 publications

References 60 publications

Analyzing the Job Demands-Control-Support Model in Work-Life Balance: A Study among Nurses in the European Context

Analyzing the Job Demands-Control-Support Model in Work-Life Balance: A Study among Nurses in the European Context

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

Relationships between nurse managers’ work activities, nurses’ job satisfaction, patient satisfaction, and medication errors at the unit level: A correlational study

Contact Info

Product

Resources

About