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Author: Mary Beth Dunn Kavinsky
Publisher:
ISBN:
Category :
Languages : en
Pages : 174
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Author: Mary Beth Dunn Kavinsky
Publisher:
ISBN:
Category :
Languages : en
Pages : 174
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Author: Barbara H. Garrett
Publisher:
ISBN:
Category : Nurses
Languages : en
Pages : 120
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Author: Debra Marie Szabo
Publisher:
ISBN:
Category :
Languages : en
Pages : 151
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Author: Jane Yueh-Chi Chiu
Publisher:
ISBN:
Category :
Languages : en
Pages : 59
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Author: Judith Jezek
Publisher:
ISBN:
Category : Attitude (Psychology)
Languages : en
Pages : 258
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Author: Lorraine B. Bormann
Publisher:
ISBN:
Category : Nurses
Languages : en
Pages : 398
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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: Sister Dorothy Hoover
Publisher:
ISBN:
Category :
Languages : en
Pages : 174
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Author: Katrina Daae
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ISBN:
Category : Burn out (Psychology)
Languages : en
Pages : 0
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In today's evolving health care system, effective nursing leadership is crucial to the advancement of the nursing profession. The style of management and leadership behaviors have been shown to affect work environments, including the level of nurse job satisfaction and nurse turnover rates. Increasing body of evidence shows that many nurses perceive being unsupported by nursing leaders, with complaints ranging from feeling undervalued and disempowered to hostile communication behaviors. Decreased level of nurse job satisfaction can have many detrimental consequences, including burnout, disengagement, poorer performance, and increased turnover rates, all of which compromise the ability of health care organizations to provide safe and effective patient care. Because the level of job satisfaction among staff nurses has been shown to affect patient outcomes, knowing what improves the level of satisfaction is significant in any health care organization. Therefore, there is an obvious need for health care organizations to undergo transformation by redefining effective leadership attributes and functions as well as education about and development of leadership skills and behaviors. The transformational leadership approach has been shown to have a positive impact on job satisfaction of staff nurses, resulting in improved relationships between staff nurses and managers and a strong desire to maintain membership in the organization. Leaders who use this approach have been shown to create healthy working environments that foster staff nurse trust in management, which has an impact on both the quality of nurses09́ work life and the quality of patient care. This proposal will include an implementation plan for the integration of transformational leadership in the current work flow health carehcare organization by way of increasing awareness of transformational leadership qualities and attributes among staff nurses work flowe managers.
Author: Michael Stearns
Publisher:
ISBN:
Category : Leadership and nurses
Languages : en
Pages : 296
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Author: Susan E. Labyak
Publisher:
ISBN:
Category : Nurse administrators
Languages : en
Pages : 166
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