First-Line Nurse Research Articles

First-line Nurse Managerial Competence and Its Influencing Factors in Public Jordanian Hospitals

Background: First-line Nurse Managers (FLNMs) occupy pivotal positions within healthcare systems, responsible for various administrative and caregiving functions. While FLNMs are integral to efficient healthcare services, their competencies and the factors influencing them still need to be explored in this region. In light of the need for more research on FLNM competencies in Jordan, this study is paramount for advancing healthcare in the country.Purpose: This study aimed to analyze FLNM competencies and its influencing factors within the unique context of Jordan's healthcare system.Methods: As a cross-sectional study, the research leveraged online platforms to disseminate the 130 FLNM to three Jordan's central region public hospitals with random sampling method. FLNM questionnaire was used to collect the data. Univariate analysis comprised numerical data (M, median, mode, SD) and categorical data (percentage and proportion). Pearson, independent t test and multiple linear regression were used to analyzed the data.Results: Based on responses from 130 FLNMs, the study's results demonstrated their average age to be approximately 37.8 years, with a significant proportion holding master's degrees, indicating a highly educated cohort. Notably, many FLNMs were charge nurses, reflecting their extensive experience and commitment to enhancing their leadership competencies. The study found no significant correlation between age and FLNM competencies, suggesting that competence is not solely contingent upon years of experience or age (p>0.05). The research revealed the highest to the lowest significance in FLNM performance were leadership training (b=21.15, 95%CI=7.70-34.60, p=0.002), gender-based disparities (b=16.50, 95%CI=4.41-28.58, p=0.008) and social status (b=7.86, 95%CI=1.13-14.60, p=0.02), respectively. Conclusion: This gender difference may be influenced by cultural or contextual factors unique to the Jordanian healthcare landscape, warranting further exploration. The research highlights the need for tailored training and support programs to improve the competencies of FLNMs in Jordan's healthcare system, highlighting gender-based differences and the need for personalized healthcare management strategies to improve healthcare quality.

First-Line Nurse Managers' Perception Regarding Self Management Knowledge and Skills

First-Line Nurse Managers' Perception Regarding Self Management Knowledge and Skills

First-Line Nurse Managers 'Leadership Styles and Its Relation with Nurses` outcomes and Readiness to Work

First-Line Nurse Managers 'Leadership Styles and Its Relation with Nurses` outcomes and Readiness to Work

First-Line Nurse Managers' Span of Control Knowledge and Self- awareness: Effect on Patient Safety Standard Implementation

First-Line Nurse Managers' Span of Control Knowledge and Self- awareness: Effect on Patient Safety Standard Implementation

Emotional Intelligence and Its Effect on Leadership Effectiveness of First-Line Nurse Managers

Emotional Intelligence and Its Effect on Leadership Effectiveness of First-Line Nurse Managers

Multi-Generational Perspectives on the Competencies Required of First-Line Nurse Managers: A Phenomenological Study.

First-line nurse managers play an integral role in ensuring team and organizational effectiveness and quality of care. They are facing increasing challenges arising from the need to lead a generation-diverse workforce. Further research that examines multi-generational perspectives on the competencies of first-line nurse managers is warranted. This paper aimed to elucidate multi-generational perspectives on the competencies required of first-line nurse managers based on their lived experiences and perceptions, as well as those of frontline nurses. A descriptive phenomenological approach was adopted. A total of 48 informants were invited to individual semi-structured interviews to share their perspectives on the competencies required of first-line nurse managers. Findings were analyzed using Van Kaam’s controlled explication method. Four themes that described four areas of competency were generated: (1) advocating for the interests of the staff, (2) allocating resources effectively, (3) building cohesive teams, and (4) embracing change and quality. The findings indicated that there were significant discrepancies among the different generations of informants in terms of their degree of commitment to work, preferred modes of team communication and collaboration, and perspectives on the role and function and preferred leadership styles of first-line nurse managers. This study fell short in examining the experiences of Generation Z nurses, and the findings are subject to further validation by larger samples. However, this study has implications for hospital administrators, nurse educators, and managers, encouraging them to rethink the notion of management competencies to develop effective strategies for leading a multi-generational workforce.

Effects of a learning programme for nurse managers to connect their experience: A quasi-experimental study.

AimThe present study aimed to examine the effects of a learning programme for nurse managers on connecting learning with their own experiences and fostering competence.BackgroundIn Japan, second‐level programmes for certified nurse administrators represent the main opportunity for formal training for nurse managers. However, it is difficult for nurse managers to transfer second‐level programme learning to their workplace.MethodsThis quasi‐experimental study used a two‐group pretest–posttest design with purposive sampling and non‐random assignment of 29 consenting Japanese nurse managers who were participating in a second‐level programme through a prefectural nursing association. The programme provided reflection papers and feedback from a researcher, as well as reflective group sessions. The outcome measure was the Japanese First‐Line Nurse Managers Competence Inventory (JNMCI) score.ResultsThe intervention group showed significant improvement in JNMCI scores after participating in the programme. A significant difference in JNMCI scores was also observed between the intervention and comparison groups.ConclusionThis learning programme led to improved competency among nurse managers.Implications for Nursing ManagementNurse manager development programmes should include reflection papers and feedback, as well as reflective group sessions, to improve competency among nurse managers.

The Relationship Between Transformational Leadership Practices of First-Line Nurse Managers and Nurses' Organizational Resilience and Job Involvement: A Structural Equation Model.

Nurse leaders play a unique role in seeking ways to promote a strong nurse workforce and positive work attitudes and behaviors among nurses to assist in their success. The leadership practice of nurse managers could be an important factor in promoting nurses' organizational resilience and job involvement. To determine the relationship between transformational leadership practices of first-line nurse managers and nurses' organizational resilience and job involvement. A descriptive correlational research design was conducted at a Saudi university hospital. The study consisted of 60 nurse managers and 211 nurses. Measures included Leadership Practices Inventory, organizational resilience, and job involvement questionnaires. Results were analyzed using inferential statistics and Structural Equation Modeling. In addition to the positive significant correlation found among the studied variables, First-Line Nurse Managers' Leadership practices accounted for 43% and 40% of the variance of nurses' organizational resilience and job involvement. Nurse leaders perform a crucial role in embracing and executing effective strategies through their transformational leadership and managerial caring to support nurses' resilience and job involvement. Shared governance and a respectful working atmosphere that conveys gratitude to nurses are popular strategies that enhance the efficacy of nursing leadership and promote positive work attitudes among nurses.

Communication Skills and Transformational Leadership Style of First-Line Nurse Managers in Relation to Job Satisfaction of Nurses and Moderators of This Relationship.

The job satisfaction of nurses is reflected in almost all organizational outputs of medical facilities. First-line nurse managers (FLNMs), who are directly related to subordinate nurses, have a great influence on this satisfaction. The aim of our paper is to examine the connection between communication skills and the transformation style of FLNMs management with the job satisfaction of nurses and to verify the influence of three moderators on the strength of this relationship. The chosen moderators—the practice of managing FLNMs, the degree of control (span of control) and psychosocial work—follow from theoretical studies. The moderating effect of the variable management practice is also significant from the point of view of Slovak legislation. The sample consisted of 132 FLNMs from five university hospitals in Slovakia. Data collection took place in the form of a questionnaire. All data were processed using the SPSS 24 software package. A series of regression analyzes were used to identify the proposed hypotheses. ANOVA analysis was used to analyze multiple dependencies. We worked at a 5% level of significance. The findings point to the strong direct effects of communication skills and the transformational leadership style of FLNMs on nurses’ job satisfaction. Moderation effects are mild, but significant in the case of management and span of control practices. The lower values of both variables reinforce the positive relationships among the two predictors and the job satisfaction of nurses. The third moderator, psychosocial work factors, also have a significant moderating effect, which is negative, and the higher value of this moderator mitigates both positive direct effects.

Developing an Instrument to Assess the Perceived Job Competencies of First-Line Nurse Managers Related to Staff Nurses’ Performance and Retention

Developing an Instrument to Assess the Perceived Job Competencies of First-Line Nurse Managers Related to Staff Nurses’ Performance and Retention

Managerial Competence of First-Line Nurse Managers in Public Hospitals in Indonesia.

PurposeWorking as a first-line nurse manager requires high managerial competence as an essential component in the delivery of health care. Therefore, factors that influence managerial competence warrant examination. The aim of this study was to identify factors associated with managerial competence of the first-line nurse managers using the best-fit model of human resource management framework.MethodsA cross-sectional study was conducted. A total of 247 first-line nurse managers from 18 public hospitals in Indonesia participated. Data on managerial competence and its related factors were collected via validated questionnaires.ResultsThe five factors of managerial competence were identified – performance appraisal (β = 0.476, p < 0.001), career advancement (β = 0.425, p < 0.001), recruitment and selection (β = 0.354, p < 0.001), larger hospitals (β = 0.165, p = 0.001), and management training attendance (β = 0.109, p = 0.029), which collectively explained 44.9% of the variance in managerial competence.ConclusionHuman resource management factors, hospital types, and training attendance have significant roles to improve managerial competence of the first-line nurse managers. Nurse managers should provide routine performance appraisal, career advancement, and transparent recruitment and selection as well as to improve the attendance of management training and learn from larger hospitals for leadership and development of the first-line nurse managers.

First-Line Nurse Managers' Challenges at the Crossroads of Norwegian Health Care Reforms.

Norwegian municipal health care has large public service offerings, funded by tax revenues; however, the current Norwegian welfare model is not perceived as sustainable and future-oriented. First-line nurse managers in Norwegian municipal health care are challenged by changes due to major political and government-initiated reforms requiring expanded utilization of home nursing. The aim of this theoretical study was to describe challenges the first-line nurse managers in a Nordic welfare country have encountered on the basis of government-initiated reforms and to describe strategies to maintain their responsibilities in nursing care. First-line nurse managers' competence, clinical presence, and support from superiors were identified as prerequisites to maintain sight of the patients in leadership when reforms are implemented. The strategies first-line nurse managers in Norwegian municipal health care use to implement multiple reforms, regulations, and new acts require solid competencies in nursing, leadership, and administration. Competence in nursing enables focus on the patient while leading the staff. Supports from superiors and formal leadership networks are described as prerequisites for managing the challenges posed by change and to persist in leadership positions.

Comparison of managerial competence of Indonesian first-line nurse managers: a two-generational analysis.

Much research provides evidence that four age groups or generations of nurse managers exist, and it is assumed that they work and act differently according to each generation's characteristics and attitudes, which may influence their managerial competence. To compare first-line nurse managers' managerial competence according to generational analysis across public hospitals in Indonesia. This study employed a cross-sectional survey in 18 public hospitals in Indonesia with 254 first-line nurse managers selected using simple random sampling. The Indonesian First-Line Nurse Managers Managerial Competence Scale (IFLNMMCS) was used to measure managerial competence. Data were analysed using descriptive analyses using means, standard deviations and independent t-test. There was no significant difference in the total score of managerial competence of Generation X and Millennial first-line nurse managers (p = 0.077). Of five dimensions of managerial competence, only applying quality care improvement (p = 0.028) and financial management (p = 0.013) were significantly different, while leadership (p = 0.142), facilitating spiritual nursing care (p = 0.353), self-management (p = 0.130), staffing and professional development (p = 0.068) and utilizing informatics (p = 0.304) were not significantly different. This study serves as a foundation for better human resource management, education and professional development for first-line nurse managers among public hospitals in Indonesia.

Development and Psychometric Properties of Managerial Competence Scale for First-Line Nurse Managers in Indonesia.

This study aimed to develop and psychometrically test the managerial competence scale for first-line nurse managers (FLNMs) in Indonesia. The scale was based on items derived from an integrative review and interviews with experts. A total of 300 FLNMs from 16 public hospitals were randomly selected for this test of psychometric properties. A principal component analysis generated seven dimensions with 43 items as a final scale, with overall Cronbach's α of .95 while the dimensions' Cronbach's α ranged from .71 to .90. The findings demonstrate that the scale is valid and reliable as a vehicle for assessment of managerial competence of FLNMs.

Effect of an Educational Program about Clinical Supervision for First Line Nurse Managers on Quality of Their Clinical Supervision An Educational Program about Quality of Clinical Supervision for First Line Nurse Managers

Background: Clinical supervision (CS) is becoming standard practice for health professionals, and has been considered to be an important component of comprehensive clinical governance. Also CS has been promoted as a key clinical governance component to ensure the provision of and accountability for the quality of care provided to patient and to minimize the risk of adverse outcome for patient. Aim: to investigate the effect of an educational program about clinical supervision for first line nurse managers on quality of their clinical supervision. Setting: The study was carried out at Minia University Hospital; Gynecology, Obstetric and Pediatric University Hospitals. Subject: A convience sample of first-line nurse managers' (no.= 50) and staff nurses (no.= 300) were included in the study. Tools: Three tools were used in this study; Clinical supervision knowledge questionnaire, Clinical Supervisor self-assessment questionnaire and Manchester Clinical Supervision Scale (MCSS). Results: The total knowledge score and levels of CS, and its subscales among first line nurse managers were low before the program implementation; after the program implementation they had high scores with statistically significant differences; also the staff nurses perception about first line managers were low before program and became higher after the implementation. Conclusions: statistically significant increase in the knowledge test scores have been found after program implementation and during the different periods of testing. Recommendations: Clinical supervision program should be periodically conducted for all head nurses, integrate the clinical supervision in the philosophy of the hospital, and first line managers should periodically have nursing group meeting to verbalized, vitalize and support peer and social interaction develop supportive working conditions and relationship that encourage trust, empathy and mutual regard; put and identify the work policies and routine in place and allow supervisees to know their limitations.

Exploring Resilience at Work Among First-Line Nurse Managers.

This study explored the assessment of resilience at work among 1st-line nurse managers (NMs). Resilience is the ability to cope with stress. NMs have stressful roles and may ultimately withdraw from management if they lack resilient behaviors. Having a measurement of resilience at work in NMs and other healthcare workers may facilitate resilience development approaches. In a descriptive, cross-sectional design, an electronic survey of 25-item, 7-subscale Resilience at Work (RAW) self-report assessment was distributed to 77 NMs. The highest reported subscale was living authentically; lowest was maintaining perspective. Total years as NM was related to overall RAW mean, maintaining perspective, staying healthy. The application of an instrument to determine resilience may focus support for NMs on maintaining perspective, for example. Further study exploring the application of the RAW assessment to healthcare workers is indicated.

Predictors of occupational stress and well-being in First-Line Nurse Managers: A cross-sectional survey study

BackgroundFirst-line nurse managers have a pivotal role in the organization of health care but have to deal with significant job-related issues and problems in a changing and challenging health care environment. As their new roles are complex and often unclear, it might be expected that these professionals are at risk for occupational stress. ObjectivesThe objective of this study is to analyze and describe relationships between job characteristics, and also interdisciplinary conflicts with physicians as potential predictors of occupational well-being (job satisfaction, psychosomatic distress, turnover intention, work engagement and burnout). Designthis study had a cross-sectional design and used a web-based survey. MethodsThis study was conducted in 2015 in 11 Belgian (Flemish) hospitals. All First-line nurse managers were eligible (N=481) and 318 respondents (66.1%) agreed to take part in the survey. A hierarchical regression analyses was applied to analyze relationships between predictors and outcomes. Resultsjob demand and job control measures were predictive of all outcomes. Collaboration with doctors only predicted job satisfaction and turnover intention. Social support from management was predictive of turnover intention. Social support from colleague- first-line nurse managers was not predictive. Social support from the staff members (team) was however a strong predictor of all stress outcomes. ConclusionsJob demands, job control and social support of the team and management were all important predictors of occupational well-being in first-line nurse managers. All of these variables can be influenced by hospital management to improve the work conditions of this professional group in order to retain their workforce.

First-Line Nurse Manager Competency Inventoryの日本語版開発

First-Line Nurse Manager Competency Inventoryの日本語版開発

Relationship between Leadership Self-Efficacy and Leadership Effectiveness of First-Line Nurse Managers

Background: Today, nursing leaders face unprecedented challenges as healthcare organizations struggle to adapt to ever-accelerating rates of change both internally with the external environment in which they are embedded. The connection between leadership self-efficacy and leadership effectiveness may be critical to find new ways of selecting and developing leadership in healthcare organizations. Greater understanding is needed regarding how leaders' efficacy beliefs interact with their broader self-concept and effectiveness to increase the adaptability across numerous challenges, roles, and performance contexts. Purpose: This study aimed to investigate the relationship between leadership self-efficacy of first-line nurse managers and their leadership effectiveness. Methods: Design and setting: A descriptive co-relational research design was conducted at all inpatient medical and surgical care units at Alexandria Main University Hospital. Subjects included; all first-line nurse managers (N=37); all staff nurses (N=400) and all nursing supervisors (N=14) working in the previously mentioned units. Leadership Self-Efficacy Inventory was used by first-line nurse managers to assess their leadership self-efficacy, and Leadership Effectiveness Scale, a 360° feedback instrument was used to assess leadership effectiveness of first-line nurse managers from different sources. Results: The findings of this study revealed a significant positive correlation between overall leadership selfefficacy of first-line nurse managers and their leadership effectiveness (r=0.190, p=0.000). However, a significant difference was found among first-line nurse managers, staff nurses and nursing supervisors regarding their overall perception of leadership effectiveness of first-line nurse managers (F=19.69, p=0.000). Conclusion and recommendation: Leadership self-efficacy is considered a useful and important strategy for improving leadership effectiveness, staff improvement and empowerment. Continuous educational programs that focus on advancement and challenging situations in leadership, strategic issues, change management, work unit management, should be provided for first-line nurse managers in order to enhance and support their self-efficacy and effectiveness in their leadership role and meeting different work expectations.

The Relationship between Emotional Intelligence and Effective Leadership of the First-Line Nurse Managers

The Relationship between Emotional Intelligence and Effective Leadership of the First-Line Nurse Managers