Abstract
Background: The leadership role in nursing reflects the complexity and rapid transformations which take place in healthcare. The influences of this catalyst of change are important for nurses’ identity and professional development, as well as for evolving and innovating nursing practices.Objective: This study is part of a larger research project on doctoral Leadership in Nursing, aims to identify nurses’ perceptions regarding their similarities and differences compared to nurses in manager roles, in order to understand and recognise the influences and barriers to leadership in the nursing hierarchy.Methods: A descriptive cross-sectional study of a qualitative nature, involved the participation of 19 registered nurses (RNs), based on the Zavalloni Ego-Ecological Theory.Results: From the dimension of identification emerged two major themes - the vision of the profession and the competency skills required. The major theme of competency skills includes subthemes of relational, technical/scientific, leadership and management competencies. From the dimension of differentiation emerged two major themes - the vision of the profession and the competency skills. The major theme competency skills included two subthemes - the deficit of relational and management competency skills.Conclusions: Nurse-managers may choose to distance or influence nurses; influence can be achieved through not only a combination of leadership and management competencies but also on the nurse-managers’ evidence-based expertise and relational skills alongside a vision to support team unity in order to create a positive environment which encourages the nurses to be involved in high quality and innovative practices.Implications for nursing management: This study may help to understand the approaches undertaken by leaders in nursing and subsequently enhance their performance. It may also inform future leadership training for nurses.
Highlights
The constant change and complexity of health care environments presents challenges to identity as well as to the development of capacities to cope and work as a team
2018, Vol 7, No 3 nurse-manager, administrative aspects were overestimated the professional influence of the subjects
Would be combined considering that a formal leader Prior to 2009, the nurse-manager role was advertised, and an is recognised by their ability to simultaneously carry out the individual was chosen for the role based on their qualificamanagement and leadership roles.[1]
Summary
The constant change and complexity of health care environments presents challenges to identity as well as to the development of capacities to cope and work as a team. The leadership role in nursing reflects the complexity and rapid transformations which take place in healthcare The influences of this catalyst of change are important for nurses’ identity and professional development, as well as for evolving and innovating nursing practices. Conclusions: Nurse-managers may choose to distance or influence nurses; influence can be achieved through a combination of leadership and management competencies and on the nurse-managers’ evidence-based expertise and relational skills alongside a vision to support team unity in order to create a positive environment which encourages the nurses to be involved in high quality and innovative practices. Implications for nursing management: This study may help to understand the approaches undertaken by leaders in nursing and subsequently enhance their performance It may inform future leadership training for nurses
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
