Nurse Manager Competencies Research Articles

Leadership and Management Competencies of Nurse Managers: A Cross-sectional Study in Northern and Central Vietnam

Objective: The competence of nurse managers is essential to ensure outstanding patient care and the key contributors to the healthcare organization’s success. This study aimed to adapt the Chase Nurse Manager Competency Instrument (CNMCI) to Vietnamese situations and then to examine the leadership, management, and related characteristics of nurse managers. Material and Methods: A cross-sectional study was conducted in 17 Children and Obstetric and Pediatric hospitals in northern and central area of Vietnam using the CNMCI. Nurse managers (n=227) who were working in these hospitals participated in this study. Data were collected from July 2022 to August 2022. Results: Nurse managers had 3.51 ± 0.42 level of knowledge and 2.95 ± 0.48 level of ability to apply leadership and management competencies. However, only level of hospital and number of employees were significant related factors of leadership and management competencies of nurse manager. Conclusion: This study was the first in Vietnam which we examined the leadership competencies of nurse managers in Obstetric and Pediatric Hospitals. The results suggested that Vietnamese version of CNMCI was a reliable, valid instrument to assess competencies of nurse managers. It is necessary to have an effective leadership and manager training program to improve the competencies of nurse managers.

Path Analysis: Interrelationships Between Nurse Manager Competencies, Practice Environment Perceptions, and Frontline Nurses' Intent to Stay.

To examine the correlation between nurse manager (NM) competencies, work environment (Practice Environment Scale of the Nursing Work Index [PES-NWI]), and frontline nurses' intent to stay; the direct effect of NM competency on frontline nurses' intent to stay; and the indirect effect of NM competency on frontline nurses' intent to stay, mediated by PES-NWI. PES-NWI and NMs' competency can impact frontline nurses' intent to stay. Cross-sectional study with secondary analysis of NM Competency and NDNQI® (National Database of Nursing Quality Indicators®) RN Survey data with path analysis for effects of the model's variables. Positive, weak correlations between NM competencies and frontline nurses' practice environments were found; NM competencies and frontline nurses' intent to stay were not correlated. Paths were NM competency/PES-NWI (β = 0.20, P = 0.001) and PES-NWI/intent to stay (β = 0.55, P < 0.001); NM competency/intent to stay was not significant. Indirect effect of NM competency on frontline nurses' intent to stay was mediated through PES-NWI (β = 0.11, P = 0.002; 95% confidence interval, 0.05-0.17). Investing in NMs' competency can help create supportive work environments and frontline nurses' intent to stay.

Reliability and validity of the Italian Version of the Chase Nurse Manager Competencies Scale

ObjectivesThis study aimed to translate and test the psychometric properties of the Chase Nurse Manager Competency Instrument (CNMCI) among Italian nurse managers and to provide further support for the scale’s validity testing. MethodsAn instrument translation and cross-sectional validation study was conducted. The English version was translated into Italian using the translation method, which included pre-translation (establishing equivalence), initial translation, pretesting, review, and administration. From August 2022 to June 2023, 349 nurse managers were recruited through a web survey from 31 public and private healthcare organizations in North, Central, and Southern Italy. Validity assessments included content and structural validity. Reliability was evaluated using Cronbach’s α coefficient and test-retest reliability. ResultsThe content validity confirmed all the items of the CNMCI in the Italian version, including the two measurement sections, “knowledge and understand” and “ability to implement and/or use.” The instrument’s item-content validity index (I-CVI) ranged from 0.83 to 1.00, while the scale-level content validity index (S-CVI) for both instrument sections was 0.97. The confirmatory factor analysis showed an acceptable fit. In the “knowledge and understand” section, Cronbach’s α coefficient was 0.978, and in the “ability to implement and/or use” section, Cronbach’s α coefficient was 0.976. The correlation coefficient between each dimension was 0.494–0.908. The test-retest reliability score was 0.82, suggesting good instrument consistency. ConclusionsOverall, the Italian CNMCI demonstrates good reliability and validity for measuring nurse managers’ core competencies and supports the construct’s multi-dimensionality. Also, our findings support the hierarchical nature of the factors, further supporting the validity of the instrument.

Effect of authentic leadership and mindfulness educational program on nursing managers' competencies: a quasi-experimental study

BackgroundAuthentic leadership is an emerging perspective in leadership that focuses on leaders' values and beliefs. while the mindfulness perspective permits nurse managers to be fully present, aware of themselves and their impact on others, and aware of their reactions in stressful situations. so, authentic leadership and mindfulness if combined create nurse managers who have clearer, more focused thinking, and a growth mindset that help subordinates improve and grow. as well as mindfulness-based interventions help them to improve interpersonal relationships with patients and colleagues, and to take better care of themselves and others.AimThe present study aims to; explore the effect of authentic leadership and mindfulness educational program on nursing managers' competencies in hospital.MethodsA quasi-experimental design (Quantitative pre-, post-, and follow-up design) was used to conduct the study at Shirbeen General Hospital, Egypt. The study subjects consist of a purposive sample of 70 nurse managers and 226 nurses. Three tools used for data collection consisted of; the authentic leadership questionnaire, the five Facet Mindfulness Questionnaire, and the managerial competencies of Nurse Managers. Data analysis was performed using SPSS version 20, Qualitative categorical variables were compared using the chi-square test. A significant level value was considered when the p-value ≤ 0.05, and Cohen's d was used to measure the effect size which indicated there was a large effect of educational program on post and follow-up knowledge, authentic leadership, mindfulness, and managerial competencies scores.ResultsThe current study revealed that there were significant differences between nurse managers’ knowledge, authentic leadership, mindfulness, and managerial competencies (P = 0.001) pre-, post-, and after 3 months of the program. As determined by Cohen’s d test, there was a large effect of educational program on post and follow-up knowledge, authentic leadership, mindfulness, and managerial competencies scores.ConclusionThe educational program about authentic leadership and mindfulness had a positive effect on nurse managers’ managerial competencies.Trial registration number (TRN)The study protocol was approved by the Research Ethics Committee of the Faculty of Nursing, Port Said University, Egypt (code number: NUR 13/3/2022–11).

Need analysis for managerial competencies of nurse managers in general hospitals

Purpose: This study aimed to identify the needs for the managerial competencies of nurse managers in general hospitals.Methods: A cross-sectional design was used. The participants were 203 nurse managers, 141 head nurses or unit managers, and 62 directors or team managers from 17 general hospitals. Data were collected by a self-administered questionnaire with 42 nursing management competencies and 181 behavioral indicators. Participants rated the importance and performance of each indicator. Data were analyzed using a paired t-test, independent t-test, importance-performance analysis, Borich’s needs assessment model, and locus for focus model.Results: In all 42 competencies, importance was rated significantly higher than performance. The head nurses or unit managers had high demands for “human resource development,” “performance management,” and “information management,” while the directors or team managers had high demands for “change management.” Competencies in high demand in both groups were “development of nursing standards” and “self-management.”Conclusion: Based on the results, it is necessary to select priorities and prepare educational content when developing educational programs to strengthen the nursing management competencies of general hospitals’ nurse managers.

A systematic review of informatics competencies: requirements for nurse managers in healthcare organisations.

One vital strategy for the success of healthcare organisations currently resides in the capacity of the nurse managers (NMs) to develop informatics competencies in management. The aim of this review was to synthesise the evidence related to the informatics competencies of NMs in healthcare settings. The databases of PubMed, Web of Science, Scopus and Education Resources Information Center were searched. All publications were accepted if they had been published in English and full texts were accessible. The study was carried out using a systematic literature search of work published between January 2000 and December 2021. The Endnote v.17 software was used to facilitate reference management. Quality assessment of publications was carried out independently by two reviewers using the Critical Appraisal Skills Programme guidance. A descriptive summary with data tables was produced to summarise the literature. After screening the search results, 12 studies published between the period 2001 and 2019 met the inclusion criteria. Analysis of the included studies led to the classification of informatics competencies in three main themes: skills related to work with computers (four sub-themes), informatics skills of NMs (three sub-themes) and knowledge of NMs about informatics (five sub-themes). These systematic review results can lead to the identification of informatics competency gaps and recommend and provide solutions to address these gaps and increase competencies for nursing managers.

AONL Nurse Leader Competencies: Core Competencies for Nurse Leadership

AONL Nurse Leader Competencies: Core Competencies for Nurse Leadership

Competencies of Nurse Managers as Predictors of Staff Nurses' Job Satisfaction and Turnover Intention.

Nurse managers have played an integral role in stabilizing the nursing work environment and workforce in the face of the COVID-19 pandemic, yet the competencies required for such a feat are largely unknown. This study was conducted during the pandemic to identify the specific domains of nurse manager competencies that associate with nurse outcomes. A cross-sectional survey was conducted on a convenience sample of 698 staff nurses to measure the perceived competence of their nurse managers and their job satisfaction and turnover intention levels. The overall perceived nurse manager competency level in our sample was 3.15 out of 5 (SD = 0.859). The findings indicated that 34.3% of nurses were dissatisfied with their current jobs, and 36.3% of nurses were considering leaving their current workplace. Regression analyses identified “Team Communication and Collaboration” (β = 0.289; p = 0.002), “Staff Advocacy and Development” (β = 0.229; p = 0.019), and “Quality Monitoring and Pursuance” (β = 0.213; p = 0.031) as significant predictors of staff nurses’ job satisfaction and “Staff Advocacy and Development” (β = −0.347; p < 0.000) and “Team Communication and Collaboration” (β = −0.243; p = 0.012) as significant predictors of nurses’ turnover intention. The findings of the study have implications for the future recruitment, training, and performance evaluation of nurse managers.

A Hospital's Roadmap for Improving Nursing Excellence Using AACN's Healthy Work Environment Standards.

A Hospital's Roadmap for Improving Nursing Excellence Using AACN's Healthy Work Environment Standards.

Impact of an Implementation Science Study on Nursing Leader’s Competencies: A Qualitative Study

Nursing leaders must engage with evidence-based practice (EBP) to advance quality patient care. The purpose of this study was to understand the impact of an implementation science study on nurse manager competencies. Qualitative focus group interviews were conducted with leaders following an implementation science study. The AONL Nurse Manager Competency Framework was used as a guide. Leaders felt they were able to promote EBPs, influence others, and grow in their professional role after participating in the implementation science study. Involvement in nurse-led implementation science research can enhance frontline leaders’ ability to engage with and promote EBP.

Nurse Manager Competency Model in a Teaching Hospital

Introduction: Nurse managers in carrying out their duties must have a variety of competencies, one of which is managerial competencies. A model of competency for nurse managers will assist them in shaping their roles as managers in a teaching hospital. This study aims to develop the managerial competency model for nurse managers at the teaching hospital.Methods: The research design used in this study was action research. This research was conducted with 20 nurse managers who work at inpatient wards of the teaching hospital. Participants were selected by purposive sampling approach and have accepted to participate in the research. The data were obtained by using interview through focus groups discussions. The content analysis method was employed for analyzing the data. Results: This study found six domains of managerial competencies of nurse managers: 1) provision of patient care (assignment methods, clinical excellence, collaborators, patient safety, evidence-based practice), 2) resource management (personnel management, information and technology management, equipment management, supplies management), 3) leadership (commitment, conflict resolution, negotiator, role model, professional mentor, initiator, motivator), 4) self and staff development (effective communication skills, interpersonal relationship skills, tridharma function of nurses), 5) customer and service orientation (team builder, customer service, quality improvement), and 6) function of preceptorships (basic teaching skills, clinical skills). These 24 fundamental competencies are rooted in caring foundation.Conclusion: Nurse managers in teaching hospitals should possess a set of managerial competencies to perform their optimal roles in order to achieve the unit goals. This model will provide comprehensive and solid ways for nurse managers to improve their performance. Therefore, the set of nurse manager competencies needs to be standardized across the setting.

Nurse manager communication and outcomes for nursing: An integrative review.

To evaluate literature on the importance of good communication between managers and nurses, and its influence on nurses and patient care. In the nursing scenario, concepts such as engagement and job satisfaction are tied to manager communication and influence the care provided (Kunie etal.,2017). It is crucial to recognize the importance of manager communication on the nurses and patient care. The evaluation was guided by this question: in the review of post-2014 quantitative studies, is there evidence that nurse managers with high communication competence have better patient/staff outcomes than those with lower competencies? We evaluated current research through an evidence review on the day-to-day influence of nurse manager communication. We conducted our search using common health databases. Since the American Organization for Nurse Leadership developed nurse manager competencies in 2014, we only included articles published after that year. Further inclusion criteria included primary, quantitative and peer-reviewed research. Thirty articles remained after the application of inclusion/exclusion criteria with five themes emerging: patient safety and quality, job satisfaction, leadership styles, innovative practice and general management skills. Research associates positive patient and staff outcomes with a leader who exhibits communication competences. Assessment of current competence levels in communication in nurse managers is needed. Education for improving communication skills is also needed.

Using Leadership Simulation Scenarios With Graduate Nursing Learners to Support Frontline Nurse Leader Competency Development

Although the use of simulation has grown in education, there is little written about how it can be used with frontline nurse leaders (FLNLs) to teach nontechnical skills such as critical thinking, teamwork, communication, and conflict resolution. This article discusses the implementation of FLNL simulation in a graduate nurse leadership program based on the American Organization for Nursing Leadership (AONL) Nurse Manager Competencies. Learner confidence increased in the AONL competencies post-simulation. Although the setting of this project was the academic setting, the approach described could be easily adapted to the clinical setting for orientation and education of FLNLs. Although the use of simulation has grown in education, there is little written about how it can be used with frontline nurse leaders (FLNLs) to teach nontechnical skills such as critical thinking, teamwork, communication, and conflict resolution. This article discusses the implementation of FLNL simulation in a graduate nurse leadership program based on the American Organization for Nursing Leadership (AONL) Nurse Manager Competencies. Learner confidence increased in the AONL competencies post-simulation. Although the setting of this project was the academic setting, the approach described could be easily adapted to the clinical setting for orientation and education of FLNLs. Linda Cole, DNP, RN, APRN, CCNS, CNE, CPHQ, is an Assistant Professor of Nursing, Clinical at the Cizik School of Nursing at The University of Texas Health Science Center in Houston, Texas. She can be reached at [email protected] . Lisa Boss, PhD, RN, APRN. CNS, CEN CNE, is Associate Professor, Clinical, Debra Fowler, PhD, MBA, RN, CNE, NEA-BC, BCC, is Associate Professor, Clincial, and Latarsha Cheatham, DNP, RN-BC, APRN, FNP-BC, is Assistant Professor, Clinical at the Cizik School of Nursing.

Managerial Competencies of Nurse Managers in Ghana

Managerial competencies of nurse managers are believed to influence the efficiency of healthcare. Amidst the global shortage of nurses and the rising cost of healthcare, it is imperative to assess the managerial competencies of nurse managers. Using the Katz Skills Model as the organising framework, this study assessed the managerial competencies of nurse managers at the unit level. A quantitative cross-sectional design was used to collect data from 121 nurse managers in 10 hospitals in the eastern region of Ghana. The nurse managers showed knowledge and the ability to apply different managerial competencies depending on the situation. They were more inclined to apply technical skills, followed by human skills and conceptual skills. Experience as a nurse, experience as a nurse manager, qualifications, and training in management together predicted their technical skills (R2 = 0.154, p = 0.002) and conceptual skills (R2 = 0.174, p &lt; 0.001). However, only training in management contributed significantly to the managerial competencies of the nurse managers. At the 0.05% alpha level, increasing qualifications above an advanced diploma was associated with having better technical skills. The study presents new empirical evidence congruent with the Katz Skills Model that nurse managers require the knowledge and ability to apply technical, human, and conceptual skills in the performance of their managerial functions, and that no particular competency is ideal for every situation.

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.

Developing Leadership Competencies in Midlevel Nurse Leaders: An Innovative Approach.

A pediatric teaching hospital developed a comprehensive leadership training program for midlevel nurse leaders with varying levels of management knowledge and experience. Content was based on American Organization for Nursing Leadership nurse manager competencies and data from a comprehensive needs assessment. Learners identified differentiating between leadership and management, influencing behavior, managing change, and communication as areas of increased confidence. This program is applicable to any hospital with multiple midlevel nurse leaders new to the role.

Nurse managers’ self-evaluations of their management competencies and factors associated with their ability to develop staff

The purpose of this study was to clarify how Japanese nurse managers (i.e., “shunin”) or higher-ranked positions self-rate their nursing management competencies and to identify factors associated with their ability to develop staff. Data were collected using a questionnaire based on the 41-item Management Index for Nurses. This index assesses the competencies related to six components of nursing management: planning, motivating staff, developing staff, communication, organization, and ensuring safety. The total possible score is 205 points. The mean percentage score for each component was calculated based on the responses from 118 participants (107 women; mean age = 44.1 ± 7.0 years). Results showed that the mean percentage score for competencies related to ensuring safety was, by far, the highest (71.8%), and the lowest was for competencies related to organization (47.6%). Principal factors found to be associated with participants’ ability to develop staff were “gathering and using information” (a subscale of “educational background and interests”) and “supportiveness of the work environment”. These results suggest that, to improve nurse managers’ competencies related to their ability to develop staff, hospitals need to establish continuing education systems that offer nurse managers convenient educational opportunities in management science, either on-site or at a higher education institution; and develop an in-house support system that enables managers to obtain counseling when practical management concerns cause them stress.

Development of a financial management competency framework for Nurse Managers in public health care organisations in the province of KwaZulu-Natal, South Africa

The increased cuts in health care funding and severe financial constraints has necessitated that the Nurse Manager become financially conscious and provide efficient quality care while at the same time cutting costs and reducing expenditure. This, in turn requires an understanding of financial management. Nurse Manager’s knowledge is very limited. The aim of the study was to explore the financial management roles of Nurse Managers in their current work environments, identify financial management development needs necessary for Nurse Manager’s practice and to develop a financial management framework to improve the skills of Nurse Managers. A qualitative, naturalistic paradigm was used. Interviews were conducted with 18 participants. The results revealed that Nurse Managers participate in financial management activities within the hospitals and identified eight main themes namely financial planning, financial monitoring, financial decision making, financial control, inadequate financial management competencies, educational preparation for financial management in nursing programmes, guidance and training for financial management role and need for financial management competency development. Nurse Managers have a financial management function in the public health care organisations. They do not have the necessary skills, knowledge and competencies to function in this role and require additional knowledge, skills and training. A competency framework was subsequently developed to improve the financial management competencies of Nurse Managers.

Efficacy of Self Directed Learning Program to Improve Technical Institute of Nursing Students Management Competencies

The technical nursing students courses contents give opportunity to apply nursing theory and skills in clinical settings, except nursing administrations course have no clinical application, so they required improving their management competencies. Dimensions of management competencies include four core competencies namely leadership, communication, critical thinking and professionalism. Self-directed learning is the amount of responsibility a student accepts for their own learning. The self-directed learner takes control and accepts the freedom to learn what they consider important for themselves. Readiness for self directed learning is the degree to which the student possesses the attitudes, abilities and personal characteristics necessary for self directed learning. Objective: the aim was to study efficacy of self directed learning program to improve technical institute nursing students management competencies. Setting: The study was conducted at Technical Institute of Nursing at Tanta University. Subject: The study subject (130) technical nursing students include second year students in academic year at 2015-2016. Tool: three tools used including self rating scale of self direct learning readiness, management competencies skills scale and knowledge test on self directed learning. Result: Preprogram about half of nursing students had high level of self directed learning readiness, no one or few of technical nursing students have good levels of all dimensions of management competencies, and all technical nursing student had weak level on domains of self directed learning. Compared to immediate and post 3months the majority of technical nursing students had high level of total self-directed learning readiness and good skill level of management skill competencies. except communication dimension (66.9%) were at good level with significant improvement at p 0.05. Conclusion: technical nursing students at Tanta University Faculty of Nursing showed unsatisfied level of skill for all management competencies dimension, they have great need to attend educational training program about self directed learning to improve their management competencies. Recommendation: conduction pre-employment orientation and periodic educational training program and workshop about management competencies and to use self directed learning.ey words: technicKal nursing students, management competencies, self directed learning, self directed learning readiness.

Efficacy of Self Directed Learning Program to Improve Technical Institute of Nursing Students Management Competencies

The technical nursing students courses contents give opportunity to apply nursing theory and skills in clinical settings, except nursing administrations course have no clinical application, so they required improving their management competencies. Dimensions of management competencies include four core competencies namely leadership, communication, critical thinking and professionalism. Self-directed learning is the amount of responsibility a student accepts for their own learning. The self-directed learner takes control and accepts the freedom to learn what they consider important for themselves. Readiness for self directed learning is the degree to which the student possesses the attitudes, abilities and personal characteristics necessary for self directed learning. Objective: the aim was to study efficacy of self directed learning program to improve technical institute nursing students management competencies. Setting: The study was conducted at Technical Institute of Nursing at Tanta University. Subject: The study subject (130) technical nursing students include second year students in academic year at 2015-2016. Tool: three tools used including self rating scale of self direct learning readiness, management competencies skills scale and knowledge test on self directed learning. Result: Preprogram about half of nursing students had high level of self directed learning readiness, no one or few of technical nursing students have good levels of all dimensions of management competencies, and all technical nursing student had weak level on domains of self directed learning. Compared to immediate and post 3months the majority of technical nursing students had high level of total self-directed learning readiness and good skill level of management skill competencies. except communication dimension (66.9%) were at good level with significant improvement at p 0.05. Conclusion: technical nursing students at Tanta University Faculty of Nursing showed unsatisfied level of skill for all management competencies dimension, they have great need to attend educational training program about self directed learning to improve their management competencies. Recommendation: conduction pre-employment orientation and periodic educational training program and workshop about management competencies and to use self directed learning.