First-line managers’ descriptions and reflections regarding their staff's access to empowering structures

Skytt, Bernice; Hagerman, Heidi; Strömberg, Annika; Engström, Maria

doi:10.1111/jonm.12246

Cited by 10 publications

(18 citation statements)

References 23 publications

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“…Regarding access to information, this was discussed in a more general form and not related specifically to their specific situation as IENs. The result is consistent with a Swedish study on managers’ views on staff (not specifically IENs but in general) access to operational workplace information (Skytt, Hagerman, Engström, & Strömberg, ). In contrast, research on IENs has found that they lacked information (Jose, ).…”

Section: Discussionsupporting

confidence: 90%

Internationally educated nurses’ descriptions of their access to structural empowerment while working in another country's health care context

Eriksson

Engström

2018

J Nurs Manag

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Aim To examine internationally educated nurses’ experiences of empowerment structures using Kanter's theory of structural empowerment. Background There has been an increase in the number of nurses working in other countries worldwide and concerns have been raised regarding their working conditions. Method Semi‐structured interviews were conducted with a purposive sample of 11 internationally educated nurses. Directed content analysis was used to analyse the data and Kanter's theory of empowerment was used as a framework. Results Access to information was generally good. Access to support for their relationship with their managers varied. Regarding access to resources, nurses unfamiliar with clinical leadership found team leadership challenging. Access to in‐house learning opportunities were reported as good. Access to informal power was more common than access to formal power. Conclusions The findings support Kanter's theory and demonstrate that internationally experienced nurses encountered varying degrees of access to empowering structures. Access to information and formal power was more general and related to the unit. Access to resources, support, opportunities and informal power were related to both the unit and the informants’ specific situation as IENs. Implications for Nursing Management Managers need to support IENs when having a team leadership role, facilitate encounters between IENs and ordinary staff, and establishing mentorship for IENs.

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Section: Discussionsupporting

confidence: 90%

Internationally educated nurses’ descriptions of their access to structural empowerment while working in another country's health care context

Eriksson

Engström

2018

J Nurs Manag

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“…FLMs are responsible for their unit's services, daily operations, finances, staff and clients (Hagerman, Engström, Häggström, Wadensten, & Skytt, ). Regarding their managerial position, managers have described having significant influence on their subordinates' work conditions and well‐being (Cummings et al, ; Holm & Severinsson, ) as well as on the quality of care (Skytt, Hagerman, Strömberg, & Engström, ) and patient safety (Wong, Cummings, & Ducharme, ). Regarding their own situation, one review reported that managers working with older persons and in hospitals have rated moderate stress levels in their work due to high job demands, heavy workloads, financial responsibilities and lack of resources (Labrague, McEnroe‐Petitte, Leocadio, Van Bogaert, & Cummings, ).…”

Section: Introductionmentioning

confidence: 99%

How do first‐line managers in elderly care experience their work situation from a structural and psychological empowerment perspective? An interview study

et al. 2019

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Background:The work situation for first-line managers in elderly care is complex and challenging. Little is known about these managers' work situation from a structural and psychological empowerment perspective. Aim:To describe first-line managers' experiences of their work situation in elderly care from a structural and psychological empowerment perspective. Method:Interviews from 14 female first-line managers were analysed using qualitative content analysis. Results:The theme described the managers' work situation as "It's not easy, but it's worth it." In the four subthemes, the managers described their work in terms of "Enjoying a meaningful job," "A complex and demanding responsibility that allows great authority within set boundaries," "Supported by other persons, organisational preconditions and confidence in their own abilities" and "Lacking organisational preconditions, but developing strategies for dealing with the situations." Conclusion: The managers described having various amounts of access to structural empowerment and experienced a feeling of meaning, competence, self-determination and impact, that is, psychological empowerment in their work. Implications for nursing management:It is vital that first-line managers have access to organisational support. Therefore, upper management and first-line managers need to engage in continuous dialogue to customize the support given to each firstline manager. K E Y W O R D S elderly care, empowerment, first-line manager, structures of proportions, work situation | 1209 HAGERMAN Et Al. How to cite this article: Hagerman H, Engström M, Wadensten B, Skytt B. How do first-line managers in elderly care experience their work situation from a structural and psychological empowerment perspective? An interview study.

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“…What was previously a role including both clinical work and supervision of nurses is today pure management (Ericsson & Augustinsson, 2015). The FLNMs' are a function just above the nurses, with FLNMs in turn reporting to management above themselves (Skytt et al, 2015). This can cause situations of conflict for the FLNM, for example, if production is the priority of management (Ericsson & Augustinsson, 2015).…”

Section: Introductionmentioning

confidence: 99%

First line nurse managers’ experiences of opportunities and obstacles to support evidence‐based nursing

et al. 2018

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AimThe aim was to explore first line nurse managers’ experiences of opportunities and obstacles to support evidence‐based nursing.DesignA qualitative study with a phenomenographical approach.MethodData were collected through focus group interviews with 15 first line nurse managers’ in four settings.ResultsThe results are presented in four categories of description headed: Manage the everyday work vs. evidence‐based nursing; Uncertainties about evidence‐based nursing and nursing research; Time as a reality, as an approach; and Shaping awareness—towards an active approach to evidence‐based nursing. The overarching category of description has been formulated as follows: The internal relation—how active leadership influences evidence‐based nursing. The outcome space is presented as: The individual path—how to make vision and reality become a working entity around evidence‐based nursing.

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First-line managers’ descriptions and reflections regarding their staff's access to empowering structures

Cited by 10 publications

References 23 publications

Internationally educated nurses’ descriptions of their access to structural empowerment while working in another country's health care context

Internationally educated nurses’ descriptions of their access to structural empowerment while working in another country's health care context

How do first‐line managers in elderly care experience their work situation from a structural and psychological empowerment perspective? An interview study

First line nurse managers’ experiences of opportunities and obstacles to support evidence‐based nursing

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