Developing Leaders at Every Level

Moore, Shelley; Hutchison, Sarah

doi:10.1097/01.nna.0000302386.76119.22

Cited by 27 publications

(6 citation statements)

References 5 publications

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“…17(p47) Research had demonstrated that leadership development programs can result in increased PE. [34][35][36][37] Thus, continued development of leaders to strengthen their PE is needed in both academia and practice settings. The NM role is one of the most challenging leadership roles in healthcare.…”

Section: Implications For Practicementioning

confidence: 99%

Impact of Psychological Empowerment on Workplace Bullying and Intent to Leave

2021

JONA: The Journal of Nursing Administration

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The objective of this study was to understand the association of psychological empowerment (PE) with workplace bullying and intent to leave among nurse leaders. BACKGROUND: Nurse leaders who experience bullying cope in varied ways. Some leaders have higher levels of empowerment and resilience, whereas others are more negatively impacted by bullying. METHODS: This study used a descriptive, crosssectional survey design. Instruments used in the study included 2 PE tools: a bullying instrument and an intent-to-leave tool. The analysis tested for bivariate correlations and used analysis of variance to discern differences among nurse leaders. RESULTS: PE was negatively correlated with both bullying and intent to leave. Chief nursing officers and directors had significantly higher PE than did nurse managers, but there was no significant difference in intent to leave among the leader groups. CONCLUSIONS: PE may help protect against the impact of bullying. Continued development of leaders to strengthen their PE is needed.Healthcare settings can be seen as a volatile, complex, and ambiguous environment. 1 Nurse leaders are exposed to varied stressful and challenging situations on a daily basis. One of the most impactful and disheartening experiences involves exposure to bullying, which is an occupational stressor that has multiple negative consequences. 2 The oppressive nature of work in the healthcare environment and existing power structures can lead to workplace aggression or bullying. 3 Bullying, which also may be called psychological abuse, 4 involves repeated, unwanted actions with the intent to offend, humiliate, degrade, undermine, and cause distress to the recipient. 5 Bullying behavior is "typically deliberate," is "an attempt to control employees," and is "aggressive, intentional, and frequent." 6(p1) A bullying work environment where individuals experience offensive, abusive, intimidating, or insulting behaviors can lead to negative psychological, physical, and financial ramifications 6,7 across the organization. "Bullies poison the work environment with low morale, fear, anger, and depression." 4(p378) Bullying can negatively impact the self-worth and selfconfidence of employees within the organization leading to physical symptoms, psychological conditions, decreased work capacity, and negative organizational outcomes. 5 Bullying in any form and at any level within the organization is harmful. However, boss bullying or top-down bullying has an even greater negative impact because of the fear that resides in the mind of employees who are targeted. Top-down bullying, or organizational boss bullying, may lead to the impression that bullying is a condoned and accepted workplace norm. 5,7 Boss bullying within the workplace takes various forms, to include unjustified criticism, trivial fault-finding, individual or group humiliation, failure to respond (ignore requests/needs), setting workload goals or deadlines that cannot be achieved, and delegating too much work for the individual to accomplish. 4 Workplace bull...

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Section: Implications For Practicementioning

confidence: 99%

Impact of Psychological Empowerment on Workplace Bullying and Intent to Leave

2021

JONA: The Journal of Nursing Administration

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“…An environment that creates a proactive culture with committed employees and a higher level of work satisfaction is predisposed to generating a higher quality of patient care (Laschinger, 2008) and better patient outcomes (Kowalik & Yoder, 2010;Moore & Hutchison, 2007).…”

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confidence: 99%

“…Factors contributing to nursing vacancies and turnover include unsupportive practice environments, long work hours, an aging workforce, and excessive physical and psychological demands (AACN, 2012). A management style such as shared governance that emphasizes the decisional involvement (DI) of nurses has been associated with enhancement of the nursing practice environment (Kowalik & Yoder, 2010; Moore & Hutchison, 2007; Weston, 2008) and improved health care organizational outcomes (Kowalik & Yoder, 2010; Kramer et al, 2009; Moore & Hutchison, 2007; Weston, 2008). Enhancing nurse involvement in the decision-making process contributes to nurse retention and recruitment (Havens & Vasey, 2003), empowers nurses to take control of their practice, and may act as a starting point in addressing the nursing shortage caused from vacancies and turnover.…”

mentioning

confidence: 99%

“…Shared governance models are often found to enhance nurse recruitment and retention in an organization (Kowalik & Yoder, 2010), and foster greater nurse commitment (Kowalik & Yoder, 2010; Moore & Hutchison, 2007). An environment that creates a proactive culture with committed employees and a higher level of work satisfaction is predisposed to generating a higher quality of patient care (Laschinger, 2008) and better patient outcomes (Kowalik & Yoder, 2010; Moore & Hutchison, 2007).…”

mentioning

confidence: 99%

“…The implementation, dissemination, and enculturation of a shared governance model can prove to be challenging (Ballard, 2010; Hess, 2004; Moore & Hutchison, 2007). Implementation requires a shift away from traditional hierarchical, centrally controlled management styles.…”

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confidence: 99%

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Decisional Involvement

et al. 2013

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Enhancing nurse involvement in decision-making is a starting point in addressing the nursing shortage, recruitment, and retention. The purpose of this descriptive comparative secondary data analysis was to describe the level of registered nurses' actual and preferred decisional involvement (DI) in two studies carried out during 2004 and 2010 and to describe the difference in the levels of actual and preferred DI between the 2004 study (N = 290) and the 2010 (N = 111) study in a Midwestern medical center after a new shared governance structure was implemented. In the 2004 and 2010 studies, there were statistically significant differences between actual and preferred levels of DI. A statistically significant decrease in means occurred in actual and preferred DI in 2010 as compared with that in 2004. A concerted effort must be made by nursing leaders to enhance DI, offer adequate resources, promote learning and growth, and recognize nursing contributions within a shared governance.

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Toward trauma‐informed applications of behavior analysis

Rajaraman¹,

Austin

Gover

et al. 2021

J of App Behav Analysis

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Despite a growing acknowledgement of the importance of understanding the impacts of trauma on therapeutic approaches across human service disciplines, discussions of trauma have been relatively infrequent in the behavior analytic literature. In this paper, we delineate some of the barriers to discussing and investigating trauma in applied behavior analysis (ABA) and describe how the core commitments of trauma‐informed care could be applied to behavior analysis. We then provide some examples of how trauma‐informed care might be incorporated into ABA practice. We conclude by suggesting opportunities to approach trauma as a viable avenue for behavior analytic research and argue that omitting trauma‐informed care from ABA could be detrimental not only to the public perception of ABA, but to the effectiveness of our assessment and treatment procedures.

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Developing Leaders at Every Level

Cited by 27 publications

References 5 publications

Impact of Psychological Empowerment on Workplace Bullying and Intent to Leave

Impact of Psychological Empowerment on Workplace Bullying and Intent to Leave

Decisional Involvement

Toward trauma‐informed applications of behavior analysis

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