Author: Donna Freeman Jordan
Publisher:
ISBN:
Category : Nurse administrators
Languages : en
Pages : 192

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Author: Kimberly Katherin Despres
Publisher:
ISBN: 9781303018442
Category :
Languages : en
Pages : 126

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Book Description
Abstract : The problem addressed was the low job satisfaction levels of nurses and subsequent nurses' decision to leave the organization. The quantitative correlational survey study involved determining whether a relationship exists between nurses’ perceptions of nurse managers’ leadership style and nurses’ job satisfaction. Eighty-three fulltime medical surgical intensive care nurses in two hospitals in Phoenix, Arizona, completed the Job Description Index for Jobs in General (JID/JIG) and the Multifactor Leadership Questionnaire (MLQ, Form 5X). The results suggest a significant, positive correlation between job satisfaction and perceptions of nurse managers' leadership style by nurses. Nurses with the highest satisfaction scores in three of the six subscales perceived their managers used the transformational leadership style. The mean score for nurses whose managers were rated as transactional was higher than the mean score for nurses whose managers were rated as passive-avoidant. The promotion and supervision subscales and the job in general scale showed a significant relationship with transformational leadership. Implications for healthcare administrative leaders include hiring transformational managers to increase job satisfaction in nurses and offer nurses opportunities for promotion and training.

Author: Laurie N. Gottlieb, PhD, RN
Publisher: Springer Publishing Company
ISBN: 0826195873
Category : Medical
Languages : en
Pages : 450

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Book Description
This is the first practical guide for nurses on how to incorporate the knowledge, skills, and tools of Strength-Based Nursing Care (SBC) into everyday practice. The text, based on a model developed by the McGill University Nursing Program, signifies a paradigm shift from a deficit-based model to one that focuses on individual, family, and community strengths as a cornerstone of effective nursing care. The book develops the theoretical foundations underlying SBC, promotes the acquisition of fundamental skills needed for SBC practice, and offers specific strategies, techniques, and tools for identifying strengths and harnessing them to facilitate healing and health. The testimony of 46 nurses demonstrates how SBC can be effectively used in multiple settings across the lifespan.

Author: Barbara Fry, RN, BN, MEd (Adult)
Publisher: Springer Publishing Company
ISBN: 0826125697
Category : Medical
Languages : en
Pages : 240

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Book Description
Clinical Nurse Managers face a multitude of challenges daily: managing a budget, interpersonal conflicts among staff, policy and structural changes, and many more. Using the concise "Fast Facts" format, this guide provides quick access to insights, strategies, and tools for resolving some of today's most challenging issues for nurse managers. This book delineates the roles and responsibilities of clinical nurse managers in the rapidly changing healthcare system. It also provides useful strategies for creating a healthier work environment, which improves rate retention. Readers will learn to initiate institutional change, manage resistance to change, lead staff through times of fear and anxiety, manage the multigenerational workforce, and much more. With this book, nurse managers will develop a renewed confidence in both themselves and their staff. Key Topics Presents a wide range of guidelines for dealing with staff issues, including conflicts among staff members, low morale, poor attitudes, and more Includes new, innovative perspectives on management, such as the importance of taking risks and the benefits of having a sense of humor Provides tips for maintaining work-life balance, managing responsibilities at work, home and in the community Incorporates the author's own experiences, challenges, and breakthroughs as a nurse manager.

Author: Lorraine B. Bormann
Publisher:
ISBN:
Category : Nurses
Languages : en
Pages : 398

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Book Description
Hospitals are challenged to understand factors related to staff nurse retention in the context of the nursing shortage slowdown (Huselid, 1995; Mancino, 2008; Mancino, 2009). Leadership is a major factor in organizational success (Gandossy & Guarnieri, 2008; Gettler, 2003; Wooten & Crane, 2003) and nurse managers are the direct link between the executive nurse leaders and the registered nurses (RN) in the staff position (Taunton, Boyle, Woods, Hansen, & Bott, 1997). Studies show that nurse manager leader behaviors influence staff nurse job satisfaction (Blegen, 1993; Irvine & Evans, 1995; Lashinger & Finegan, 2005). A primary role of the nurse leader is to plan strategies for recruiting nursing personnel and to prevent rapid and frequent turnover of nursing staff (American Nurses Association [ANA] Nursing Administration Scope and Standards of Practice, 2009). Nurse managers are in a position to influence staff nurses' job satisfaction and retention through their leader behaviors. McGuire and Kennerly (2006) and Brown and Reilly (2009) conducted studies that show managers perceive their leadership behaviors different than those who reported to them. Bass and Avolio (2004) pointed out that leadership is in the 'eye of the beholder' and the leadership behavior ratings represented the people's perceptions of leaders (p. 9). Understanding the staff nurse perception of their nurse manager leadership behaviors that are related to staff nurse job satisfaction will contribute to improving staff nurse retention strategies. The Magnet Recognition program is one approach to improving staff nurse job satisfaction and retention. The Magnet Recognition program (Magnet) considers that the nurse leaders are the key to nursing excellence (American Nurses Credentialing Center [ANCC], n.d.). The sample population for this study was staff nurses in an acute care hospital applying for Magnet Recognition status. The purpose of this correlational research study was to describe the relationship between the staff nurse perception of their nurse manager leadership behaviors associated with both the facets of staff nurse job satisfaction (job satisfaction with: work on present job, pay, promotion, supervision, and co-workers) and staff nurse overall job satisfaction and the relationship between the facets of staff nurse job satisfaction and staff nurse overall job satisfaction in an acute care hospital applying for Magnet Recognition status (Magnet status). The intent to depart is conceptually and empirically shown to be a direct antecedent to actual turnover. Overall job satisfaction and turnover are inversely related. Brodke et al. (2009) reported overall job satisfaction was the best predictor of intent to quit. Many studies examined facets of staff nurse job satisfaction but the researcher identified that few if any studies examined nurse manager leadership behaviors related to facets of staff nurse job satisfaction and staff nurse overall job satisfaction in a hospital in the process of applying for Magnet status.

Author: Jill Jolley Greene
Publisher:
ISBN:
Category : Nurses
Languages : en
Pages : 114

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Book Description
Building on Stephanie G. Brown 2004, this study focuses on the implications of Bass and Avolio's (2002) theory of transformational vs. transactional leadership for nursing. Staff nurses were asked to complete a demographic survey and the Multifactor Leadership Questionnaire and the McCloskey/Mueller Satisfaction Scale. After statistical analysis of the usable survey packets returned by 50 nurses, the results of this research were consistent with previous research studies in which there is a positive correlation between transformational leadership style and staff nurse job satisfaction. Study results also indicate that staff nurses perceived their nurse manager as having both transformational and transactional leadership styles.

Author: Stephanie G. Brown
Publisher:
ISBN:
Category : Nurses
Languages : en
Pages : 86

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Book Description
Examines staff nurse perception of nurse manager leadership style and its relationship to staff nurse job satisfaction. Eighty-three registered nurses in an acute care hospital setting in the southeastern United States completed a survey packet, which included a demographic tool, the Multifactor Leadership Questionnaire (5X short), and the McCloskey/ Mueller Satisfaction Scale. Correlational analysis of job satisfaction and the transactional leadership components revealed a moderate positive relationship (r(81) = .460, p

Author: Richard Boyatzis
Publisher: Harvard Business Press
ISBN: 1422163482
Category : Business & Economics
Languages : en
Pages : 304

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Book Description
The blockbuster best seller Primal Leadership introduced us to "resonant" leaders--individuals who manage their own and others' emotions in ways that drive success. Leaders everywhere recognized the validity of resonant leadership, but struggled with how to achieve and sustain resonance amid the relentless demands of work and life. Now, Richard Boyatzis and Annie McKee provide an indispensable guide to overcoming the vicious cycle of stress, sacrifice, and dissonance that afflicts many leaders. Drawing from extensive multidisciplinary research and real-life stories, Resonant Leadership offers a field-tested framework for creating the resonance that fuels great leadership. Rather than constantly sacrificing themselves to workplace demands, leaders can manage the cycle using specific techniques to combat stress, avoid burnout, and renew themselves physically, mentally, and emotionally. The book reveals that the path to resonance is through mindfulness, hope, and compassion and shows how intentionally employing these qualities creates effective and enduring leadership. Great leaders are resonant leaders. Resonant Leadership offers the inspiration--and tools--to spark and sustain resonance in ourselves and in those we lead.

Author: Ann Marriner-Tomey
Publisher: Mosby Elsevier Health Science
ISBN:
Category : Leadership
Languages : en
Pages : 228

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Book Description
This text provides nurses studying leadership theory with insight and guidance in motivating and leading staff. The concepts of transformational leadership are explored to direct the nurse leader in increasing productivity and retention of staff.

Author: Eman Saud Almutairi
Publisher:
ISBN:
Category :
Languages : en
Pages : 48

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Book Description
Purpose The purpose of this study was to explore the relationships among leadership style of the manager, the level of collaborative behavior between the clinical nurses and the manager as perceived by the clinical nurse, and their relationships to job satisfaction. Secondly, the study will compare nurses' perceptions of transformational leadership, nurse-manager collaborative relationship and job satisfaction between hospitals in Saudi Arabia (SA) as compared to hospitals in the southwestern of the United States (US) to determine the cultural influence on these variables. Significance Understanding the impact of leadership styles and collaborative behavior between managers and nurses will lead to improvements in leader-employee relations, and ultimately, positively influence employee job satisfaction. Hypotheses 1. Transformational leadership will be positively correlated with job satisfaction. 2. Higher levels of nurse-manager collaboration will be positively related to job satisfaction. 3. There will be a positive relationship between transformational leadership and nursemanager collaboration. 4. There will be significant differences in the nurses' perceptions of transformational leadership, nurse-manager collaboration, and job satisfaction between hospitals in SA and the US. Methodology This study uses a mixed methodology with a descriptive correlational and comparative design to determine relationships among the study variables and differences between nurses working in 2 hospitals in SA with 3 hospitals in the same healthcare system in the US (San Diego). A randomized sample of 90 staff nurses was drawn from the population of nurses working in the study hospitals. Only Registered Nurses were included in the study. Instruments Four instruments were used in the study: 1) a demographic survey used to describe the sample and control for confounding variables, 2) the Multifactor Leadership Questionnaire (MLQ), 3) the Collaborative Behavior Scale (CBS), and the 4) Index of Work Satisfaction (IWS). Results Transformation leadership (r = -.493**) and nurse manager collaboration (r = -.602**) were negatively correlated with job satisfaction as measured by the total IWS scale which did not support Hypotheses 1 & 2. Transformation leadership was significantly and positively correlated with nurse manager collaboration (r = .643**) which supported Hypothesis 3. There were significant differences between the SA nurses perceptions and the US nurses perceptions on all three instruments which supported Hypothesis 4. This is the first study demonstrating significant correlations between transformational leadership and nurse manager collaboration.