Work‐related empowerment of nurse managers: A systematic review

Abstract

The present study discusses how nurse managers' work-related empowerment has been investigated, in order to determine the level and relationships of empowerment among them. A systematic review was carried out, and a literature search was conducted with certain electronic databases for the period 1990-2009, using the main key words in various combinations. Only nine empirical studies in English were selected for review, in accordance with the requirements for the methodological quality and inclusion criteria. The most common type of study design was a descriptive survey (n = 5), and included various questionnaires, scales, and interviews. Nurse managers' structural, psychological, and work empowerment was found to be high or moderately high. The empowerment of nurse managers correlated positively with job satisfaction, perceived organizational support, role satisfaction, and managerial self-efficacy, and correlated negatively with emotional exhaustion and own health outcomes. Different theoretical approaches ensure a clear understanding of empowerment, but difficulties arise when the findings are synthesized across studies and settings because of the different theoretical frameworks used to conceptualize empowerment.

A national study on nurses’ retention in healthcare facilities in underserved areas in Lebanon

“…There is overwhelming evidence in the literature that motivating nurses would increase their job satisfaction and positively influence their intention to stay [37,38]. This is particularly significant for nurses working in rural and remote communities [39,40].…”

Outcomes of interventions for nurse leaders’ well‐being at work: A quantitative systematic review

“…In addition to the individual's personal feelings of empowerment and professional growth, the organizational issues should also be emphasized in the programmes. We did not find any interventions based on structural empowerment in this review, although this theoretical background has been reported to be useful in promoting healthy work environments (Havaei et al., ; MacPhee et al., ) and well‐being at work (Spence Laschinger, Leiter, Day, Gilin Oore, & Mackinnon, ) and it is an important factor for nurse leaders’ well‐being at work (Trus et al., ). This approach should also be considered in future interventions.…”

“…The buffers that nurse leaders have to enable them to avoid job‐related stress and burnout include empowerment, relatively high control over their work (Lee et al., ; Trus, Razbadauskas, Doran, & Suominen, ) and sufficient levels of assertiveness and job satisfaction (Lee et al., ; Suzuki et al., ). Individual resources, such as energy levels and the ability to recover after a working day predict nurse leaders’ well‐being at work (Skagert, Dellve, & Ahlborg, ).…”

Understanding Career Trajectory: A Degree Alone is Not Enough

“…The model includes variables thought to impact the nurse's propensity to seek out and engage in activities that lead to skill development, increase professional qualifications, and secure practice experiences that will propel their career toward a leadership role in direct care positions. Adeniran and colleagues [3] proposed that the following factors-professional preparedness, human capital factors, social capital factors, system factors, and external factorsinfluence a nurse's participation in activities that will lead to career advancement Additionally, there is evidence that self-efficacy and mentorship are key determinants of career advancement [14] and are threaded throughout the PECAN model. The components of the model will be discussed as a tool to guide nurses in professional development and career advancement.…”

“…Equally important, the individual's sense of self-efficacy has repeatedly been identified as a predictor of career advancement and performance [14,[17][18][19][20]. Bandura [20] defines self-efficacy as "belief in one's capabilities to organize and execute the courses of action required to produce given attainment" (p. 3).…”