Nurses In Leadership Positions Research Articles

Exploring Factors Influencing Recruitment and Retention of Nurses in Lagos State, Nigeria within Year 2008 and 2012

Objective: To explore the factors influencing recruitment and retention of nurses in Lagos State Hospitals. Background: Despite the perceived efforts made by Hospitals Management in Lagos State to recruit and retain nurses, there is still inadequate number of nurses to match the demand of care needed by patients in the hospitals. Methods: The descriptive study utilized mixed methods to gather data. It consisted of 330 consented and randomly selected nurses for the survey and 14 purposively selected nurse leaders and Director for the interview. The instruments were pretested questionnaire, semi-structured interview guide and existing records. Result: The study revealed that all health institutions in Lagos State were aware of the standard procedures of recruitment of nurses, but often engages in replacement rather than proper recruitment. Most of the Nursing leadership positions in Lagos State were vacant. More than half (68.2%) of the nurse respondents were not sure if they would still be working in their health institution in the next five years. It was revealed that the turnover rate of nurses in the State Health institutions was higher than the Federal health institutions in Nigeria. Conclusion: Increment in salary and allowances rated the best influence on recruitment and retention of nurses in Lagos State. Lack of nursing leadership; sense of job security and work environment were the major factors influencing recruitment and retention of nurses. There is need for adequate human resource planning; increased efforts and formulation of policies that will improve recruitment and retention of nurses in Lagos State of Nigeria.

Views of the Slovenian nursing profession regarding leadership

Introduction: New, up-to-date approaches to professionalism presuppose the formation of a nursing team in such a way that relationships are not based on classical hierarchical relationships between superiors and subordinates but on relationships of interdependence and acknowledgment of the role the individual plays in the team. The objective of this article is to present the competences required by nurses in top organizational leadership positions from two viewpoints: as seen by nurses in top leadership positions and as seen by nurses in subordinate positions.Methods: A descriptive research method using a questionnaire as the measuring instrument was used. The questionnaire was based on the competence model of leadership in public administration in Slovenia and was tested on various professional groups.Results: Statistically signifi cant differences were observed with regard to the majority of competences between nurses in top leadership positions and nurses in non-leadership positions. Therefore, the views regarding what competences nurses in leadership positions should have substantially differed within theprofessional group.Conclusions: The fi rst conclusion is therefore that education on leadership on both the theoretical and practical levels must be introduced into undergraduate study programmes of health colleges. With the help of factor analysis we formed fi ve subgroups within the professional group of nurses: three subgroups within the group of nurses in leadership positions and two subgroups within the group of nurses in nonleadershippositions. A special education programme should be prepared for each of these subgroups.

An Exploratory Study of a Research Culture Development by Administrators, Lecturers and Clinical Specialists in Nursing

Context: Escalating healthcare demands combined with diminishing resources underline the importance of ensuring nurses in leading roles, having the capacity to conduct evidence-based research to inform practice. Aims: This study explored the perceptions of research knowledge and experiences of nurses in administrative, teaching and clinical specialist positions to highlight gaps in research provision within educational institutions and healthcare organisations in Singapore. Design/Methods: A mixed-method exploratory descriptive design, using a questionnaire with open and closed questions was employed to obtain the views of nurses on their capacity in conducting research. Convenience sampling was employed in 3 research seminars in Singapore between July-August 2011. Results: Forty seven nurses were recruited and they confirmed good research knowledge and skills but indicated the need for enhanced educational preparation and organisational support to fully embrace a research culture. Conclusions: Research in nursing requires prioritisation and support in educational training and healthcare settings. Otherwise, conducting research would continue to be a lesser priority for nurses, even if they were in teaching or clinical positions which provided significant opportunities to lead or facilitate research. Given that role modeling enhances research culture in nursing, within education and clinical settings, nurses in leadership positions require confidence in conducting research. However, without prioritising research, and filtering this down through the nursing hierarchical system to promote a research culture, new knowledge to improve practice will remain elusive.

Increasing the Intensity of Nursing Leadership

The numbers of nurses holding formal leadership and management positions without baccalaureate preparation are disheartening. The 2008 National Sample Survey reported that approximately one-half of nurses in manager and above positions hold less than a bachelor's degree. The formal preparation of nurse leaders is critical for continued progress in advancing patient safety and quality as well as promoting innovative models of care delivery. Helping nurses in leadership positions, especially where the expectation does not already exist to have such educational preparation, is a challenge that the profession must address.

Who Will Be Our Nursing Leaders in the Future? The Role of Succession Planning

As nursing leaders retire and leave the profession, who will take their place? The question is not just about the number of nurses who will take on leadership roles; it is about the preparation required to be successful. Formal succession planning is a crucial part of strategy to ensure that nursing leadership positions, at all levels, are filled with qualified candidates.

Characteristics of nurse leaders in hospitals in the USA from 1992 to 2008

Aim Describe the nurse leader workforce in hospitals in the USA over time by exploring three research questions: (1) What are the characteristics of the nurse leader workforce in US hospitals? (2) How does the nurse leader workforce change over time? (3) How do nurses in executive positions (administrators) differ from nurses in first-line supervisory positions (supervisors)? Background Effective nurse leaders use management skills to ensure safe patient care in hospitals in the USA. Changes in the nurse leader workforce have an impact on patient care. Method A non-experimental design was used to explore the characteristics of 10 150 nurse leaders using the 1992, 1996, 2000, 2004 and 2008 National Sample Surveys of Registered Nurses. Results Number of masters and doctorally prepared nurse leaders increased from 14.5% to 23.2% along with an increase in mean age. A 30% decrease in the number of nurses in leadership positions was found. Male nurses reported significantly higher salaries P < 0.000. Conclusions Nurse leaders are older and have achieved higher educational degrees. Salary disparities based on gender still prevail. Implications for nursing management Identifying and developing future leaders with necessary skills and competencies is critical for organizational success.

Process evaluation of appreciative inquiry to translate pain management evidence into pediatric nursing practice

BackgroundAppreciative inquiry (AI) is an innovative knowledge translation (KT) intervention that is compatible with the Promoting Action on Research in Health Services (PARiHS) framework. This study explored the innovative use of AI as a theoretically based KT intervention applied to a clinical issue in an inpatient pediatric care setting. The implementation of AI was explored in terms of its acceptability, fidelity, and feasibility as a KT intervention in pain management.MethodsA mixed-methods case study design was used. The case was a surgical unit in a pediatric academic-affiliated hospital. The sample consisted of nurses in leadership positions and staff nurses interested in the study. Data on the AI intervention implementation were collected by digitally recording the AI sessions, maintaining logs, and conducting individual semistructured interviews. Data were analysed using qualitative and quantitative content analyses and descriptive statistics. Findings were triangulated in the discussion.ResultsThree nurse leaders and nine staff members participated in the study. Participants were generally satisfied with the intervention, which consisted of four 3-hour, interactive AI sessions delivered over two weeks to promote change based on positive examples of pain management in the unit and staff implementation of an action plan. The AI sessions were delivered with high fidelity and 11 of 12 participants attended all four sessions, where they developed an action plan to enhance evidence-based pain assessment documentation. Participants labeled AI a 'refreshing approach to change' because it was positive, democratic, and built on existing practices. Several barriers affected their implementation of the action plan, including a context of change overload, logistics, busyness, and a lack of organised follow-up.ConclusionsResults of this case study supported the acceptability, fidelity, and feasibility of AI as a KT intervention in pain management. The AI intervention requires minor refinements (e.g., incorporating continued follow-up meetings) to enhance its clinical utility and sustainability. The implementation process and effectiveness of the modified AI intervention require evaluation in a larger multisite study.

Public Health Nursing Competency in a Rural/Frontier State

To assess the self-reported levels of competency among public health nurses (PHNs) in Idaho. A cross-sectional descriptive design was used. The sample consisted of 124 PHNs, including 30 in leadership roles, currently practicing in Idaho's official public health agencies. Structured interviews were conducted with participants who provided self-ratings in the 8 domains of public health competency as developed by the Council on Linkages Between Academia and Public Health Practice and the Quad Council of Public Health Nursing Organizations. The findings indicated that the overall level of competency was most strongly associated with the duration of professional experience. No major differences in the competency levels were found in relation to nurses' level of education or licensure. Nurses in leadership positions reported the highest levels of competency. Rurality, as measured by district population density, was not significantly correlated with competency levels, except in relation to community dimensions of practice skills. The findings suggest that PHNs' self-perceived levels of competence are most strongly influenced by their years of professional experience, particularly in leadership roles. Professional development efforts should focus on the domains with the lowest perceived competency: policy development/program planning skills, analytic assessment skills, and financial planning/management skills.

An online nursing leadership literature centre at the University of Manitoba Health Sciences Libraries

Decades of hospital restructuring in Canada resulted in significant reductions of nursing leadership positions and altered a nursing infrastructure important for guiding patient care. The importance of acquiring nursing leadership skills to address the negative effects of restructuring is advocated by Canadian nursing bodies. To describe a service innovation for a nursing community. The librarians of the University of Manitoba Health Sciences Libraries (UMHSL) created an online nursing leadership literature centre to support a leadership programme launched by the Nursing Leadership Council (NLC) of the Winnipeg Regional Health Authority. The article will contribute to the body of literature about health library services for nurses. The creation of the service is described. A literature search was undertaken to determine what services have been implemented by librarians for nursing leadership programmes, as well as to review the literature with regard to contributions made by librarians for nursing communities. The literature service, comprised of 19 webliographies based on the NLC's leadership topics, is available on the UMHSL website. A webliography, by definition, is a list of electronic works relating to a particular topic. The NLC created its own website that provides nurses with a means to identify, enhance and evaluate leadership competencies, and which is linked to the UMHSL website. The contributions of the UMHSL librarians to this project support the goals of instilling leadership skills in nurses, encouraging evidence-based nursing practice, and transforming a practice environment to meet the ultimate goal of effective patient care.

Transition From Leadership Development to Succession Management

As nurse executives approach retirement, it is imperative to conduct succession management for our replacements, along with other key nursing leadership positions. Nurse executives are professionally obligated to consciously and strategically develop leaders. Start by identifying key positions. Conduct a migration risk assessment. Establish core competencies for executive-, director-, and manager-level positions. Identify top performers and conduct individual needs assessments. Develop individualized progressive development plans and identify associated critical success factors. Prioritize, coach, and mentor top performers. This article describes the implementation of a succession management plan and provides a framework for transitioning from leadership development to succession management.

Development of a Leadership Competency Model

Although research findings support that the nurse manager has a pivotal role in influencing all aspects of the nursing environment, recruiting talented staff into these nursing leadership positions has become increasingly more difficult. There is a need to better understand the competencies needed by contemporary nurse managers and the challenges in the role. The purpose of this research was to explore the viewpoints of 120 nurse manager study participants on the contemporary nurse manager role and to gain perspective on the critical leadership skills and competencies to build a nursing leadership competency model. A grounded theory methodology was used in this study to capture the perspectives of the nurse managers interviewed about their role. Six competency categories emerged from the research findings to form a nursing leadership competency model. Two major themes identified from the data included the nurse manager role as a career choice and the stressors and challenges in the role. The results of this study led to the design of a nursing leadership competency model and confirmed that there is a need to formally develop and mentor our next generation of nurse leaders.

Preparing the Next Generation of Senior Nursing Leaders in Canada: Perceptions of Role Competencies and Barriers from the Perspectives of Inhabitants and Aspirants

This paper describes the findings of a two-part study designed to elicit preliminary answers to the questions: "How do incumbents and potential aspirants describe key role functions and competencies associated with senior nursing leadership positions in Canada?" and "What Lessons can be drawn for considerations of leadership succession planning?" The study was undertaken to develop a grounded knowledge framework upon which to develop national and local strategies. Such knowledge may help minimize the impact of an impending crisis by identifying gaps between expectations and reality in order to support proactive succession planning strategies and sustain senior leadership in Canadian nursing.

Overcoming abrasive interfaces: Implications for nurses in leadership positions

In most doctor/hospital relationships, people talk at each other and not to each other. What each side hears is not what the other side has said at all. They are the definition of a dysfunctional relationship and would benefit from interventional ‘marriage counseling,' said a West Coast internist.

Calling All Leaders

ing leaders to create a forum to address the enormous challenges that face the profession now, and will continue to do so over the next several years. Many in the profession have been addressing these challenges, typically within the confines of the organizations that employ them. There has been no focused forum where nurse leaders themselves have an intellectual space for dialogue and planning, for harnessing their collective experience and wisdom unfettered by organizational policy or politics. Collective leadership in times of crisis can offer an array of solutions that, if implemented cohesively, can make a significant difference. One of the purposes of ACEN is to provide such a forum. As a beginning step, the Academy of Canadian Executive Nurses has expanded its membership to include nurses in leadership positions across a wide variety of settings. Nurse executives from academic health organizations are still the core members of ACEN but welcome the inclusion of deans, research chairs and government and NGO nurse leaders. The response to this membership initiative has been very positive. Nurse leaders have expressed a strong interest and commitment to working together. The challenges facing nursing and healthcare in Canada are not unfamiliar to those in leadership positions. The greatest of these is the health human resource (HHR) crisis, which will intensify over the next decade. The shortage of healthcare professionals, particularly nurses and physicians, has been the subject of provincial and national reports, research programs and media releases. It has been the subject of many government and stakeholder meetings, and a topic of discussion over a period of three or four years for the federal/provincial/territorial Advisory Committee on Health Delivery and Human Resources (ACHDHR). First ministers agreed to coordinate efforts in the planning and management of HHR. Calling All Leaders

Growing Our Future Nursing Leaders

The need for strong nursing leadership to meet the future challenges of the healthcare delivery system is widely acknowledged, yet many of today's nursing leaders express concern about a lack of interest in leadership among their younger nurses. This article reports on a qualitative research study that involved focus groups with 48 younger nurses under the age of 40 who were not currently in formal leadership positions. Using a ConCensus process, participants were asked questions to identify and prioritize the factors that influence their decisions to accept or reject nursing leadership positions. In this study, participants did see a potential in the nursing leadership role to make a difference for both patients and staff. Adequate compensation for the role and true decision-making power were factors of concern for younger nurses. Feedback from current leaders about nursing leadership positions is not positive. Strategies that current nursing leaders will need to consider to encourage interest in nursing leadership will be discussed.

Determining indirect caregivers' contribution to patient care.

It is critical to measure contributions of staff who are not direct caregivers so that organizations can continually maximize resource. Understanding the consumer's perceptions is necessary to identify activities that contribute to the perception of an effective CNE. An awareness of the values placed by consumers on education services helps the educators to focus their efforts on those activities with the greatest perceived value. If educators put their efforts toward valued activities, their services would be frequently used and the staff would be more willing to accept the information, thereby benefiting from the educator's expertise. Learning how a role directly benefits patient care helps nurses in leadership positions meet institutional objectives. It allows nurse leaders to ensure that the role is, in fact, contributing to care, and it is doing so to the fullest extent. This builds institutional support and value for the role. The process of evaluating the benefit also allows the educators to gain support and credibility among consumers and other individuals within the institution. This perpetuates the increased utilization and benefit of the role. Results of this project can be used as a guide in evaluating various roles. Understanding activities that are valued by consumers enables staff in the roles that are being evaluated to determine how and where they should focus their efforts. This is especially critical as staff is being asked to do more work with less time and must establish priorities in their ongoing workload. Finally, it is vital to identify ways of turning the invisible work that indirect caregivers provide into visible work.

Minority nurses in leadership positions: A call for action

The percentage of minority heath professionals is a serious problem in the United States. Of special concern is the small number of minority nurses in leadership positions. Affirmative action is proposed along with recommendations for various top-level national nursing organizations and governmental agencies.

Graduate nursing education: developmental disabilities and special health care needs.

As children and adults with developmental disabilities and special health care needs are integrated into home, school, and community life, nurses are being required to provide leadership, advocacy, and training in community settings to a much greater extent than in the past. To assess the school and community need for formal graduate preparation for nurses who work with individuals with developmental disabilities and/or special health care needs, 25 nurses in leadership positions representing urban and rural health agencies throughout Minnesota took part in a 5-hour focus group discussion. Analysis of data summarized from this process shows five features of the recommended curriculum necessary for advanced practitioners in this specialty area: (a) discipline-specific core competencies, (b) discipline-specific specialty competencies, (c) genetic competencies not specific to nursing but necessary to function in nursing roles, (d) interdisciplinary and intradisciplinary learning experiences, and (e) clinical experiences with preceptors. The authors recommend the development of interdisciplinary graduate programs designed to prepare nurses to assume leadership roles in school health, public health, home health care, and systems management that will affect public policy and, ultimately, promote change in the systems charged with responsibility to serve this population.

Nursing in Malawi: Challenges to nurses in leadership positions

Nursing in Malawi: Challenges to nurses in leadership positions

Health and nursing services in Cameroon: Challenges and demands for nurses in leadership positions

Health and nursing services in Cameroon: Challenges and demands for nurses in leadership positions