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

Traav, Malin Karlberg; Forsman, Henrietta; Eriksson, Mats; Cronqvist, Agneta

doi:10.1002/nop2.172

Cited by 11 publications

(11 citation statements)

References 36 publications

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“…Nurse managers invest much of their time and resources in mentoring nurses (Kodama & Fukahori, ; Sveinsdóttir, Ragnarsdóttir, & Blöndal, ). Mentoring helps to disseminate knowledge and to promote evidence‐based practice (Abdullah et al, ; Karlberg Traav, Forsman, Eriksson, & Cronqvist, ) as well as to impart career insights and to foster supportive relationships (Simpson & Simpson, ). Although it is intuitive to recommend that nurse managers should strategically allocate limited mentoring resources to their permanent nurses, the rise in alternative work arrangements means that nurses can leave permanent positions—or explore different work arrangements—when circumstances permit or necessitate.…”

Section: Discussionmentioning

confidence: 99%

How do nurse managers describe clinical nurses' work arrangements? A qualitative study

Gan

2019

Nursing Open

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AimThe researcher sought to understand how nurse managers describe nurses in alternative work arrangements.DesignThe researcher conducted this study using grounded theory.MethodSemi‐structured interviews. A theoretical sample of 26 baccalaureate‐prepared nurse managers located across the United States participated in the study.ResultsA typology of five work arrangements provides descriptors that contribute toward greater conceptual clarity on nurses' work arrangements. The data reveal that the typology is fluid because nurses can easily switch across work arrangements. Because the rise in alternative work arrangements means that nurses can leave permanent positions—or explore different work arrangements—when circumstances permit or necessitate, nurses who do not receive continued mentoring will likely bring their deficiencies in skill and/or knowledge to facilities where they find future employment. Hence, inadequate mentoring at the unit level has practical consequences for the quality of patient care at the institutional level.

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Section: Discussionmentioning

confidence: 99%

How do nurse managers describe clinical nurses' work arrangements? A qualitative study

Gan

2019

Nursing Open

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“…The study used a qualitative design based on a phenomenographical approach, which aims to describe how people make sense of a certain phenomenon in the world, as they understand it (Karlberg-Traav, Forsman, Eriksson, and Cronqvist, 2018;Marton, 1981). The phenomeno-graphical method was originally applied in pedagogical research and there are several examples of the usefulness of the approach in research focusing on how health care professionals perceive their practice (Karlberg-Traav, Forsman, Eriksson, and Cronqvist, 2018;Marton, 1981;Mattsson, Forsner, and Arman, 2011;Sjöström and Dahlgren, 2002;Stenfors-Hayes, Hult, and Dahlgren, 2013).…”

Section: Methodsmentioning

confidence: 99%

“…To strengthen credibility of the findings, several original quotations from participants have been provided in this study (Stenfors-Hayes, Hult, and Dahlgren, 2013). In phenomenographical method any data sampling encouraging participants to share their experiences, thoughts and reflections can be used (Karlberg-Traav, Forsman, Eriksson, and Cronqvist, 2018;Kroksmart, 2007;Marton and Booth, 2009). Since the phenomenographic method aims to elucidate variation in perceptions, semi-structured interviews were conducted individually and in focus groups.…”

Section: Strengths and Limitationsmentioning

confidence: 99%

“…Since the phenomenographic method aims to elucidate variation in perceptions, semi-structured interviews were conducted individually and in focus groups. The beneficial dimension of group processes and interaction is known to enrich data, yielding more, and wider and deeper, perceptions from participants (Doody, Slevin, and Taggart, 2013a;2013b;Karlberg-Traav, Forsman, Eriksson, and Cronqvist, 2018;Kitzinger, 1995;Stalmeijer, McNaughton, and Van Mook, 2014).…”

Section: Strengths and Limitationsmentioning

confidence: 99%

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Shifting roles: physiotherapists’ perception of person-centered care during a pre-implementation phase in the acute hospital setting - A phenomenographic study

Sjöberg

Forsner

2020

Physiotherapy Theory and Practice

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Background: Person-centered care (PCC) is an acknowledged health care practice involving increased patient influence regarding decisions and deliberation. Research indicates that physiotherapists (PTs) embrace patient participation, but that PCC is difficult to grasp and fully implement. Objective: To contribute to knowledge about how PCC influences physiotherapy by eliciting PTs' experiences from the acute care setting, this study aims to describe and illuminate variations in perceptions of PCC during a pre-implementation phase, among PTs in acute hospital care. Methods: Phenomenological approach: individual interviews with PTs in acute care (n = 7) combined with focus group interviews (n = 3). Findings: The analysis yielded two main categories: 1) Physiotherapists perceived a transformed patient role involved in the transition from patient to person; and 2) Physiotherapists perceived a challenged professional role when departing from the expert role, and entailed restrictions to prescribing the best treatment and, instead, meant aiming for a collaborative and equal relationship with the patient. Conclusion: Although the interviewed PTs embraced PCC in principle, PCC does seem to challenge the professional roles of patient and PT. The findings indicate that theories of power relations need to be considered, and further reflection may facilitate implementation. More research is needed to deepen the knowledge of how PTs perceive PCC during all implementation phases.

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“…The nurses are perceived by FLNMs as their most important resource (Vesterinen, Isola, & Paasivaara, 2009). Complex and constantly changing work situations characterize the work environment of the FLNMs (Karlberg Traav, Forsman, Eriksson, & Cronqvist, 2018). The leaders' responsibilities include safeguarding daily care, developing nursing care, facilitating a good workplace environment and keeping the budget balanced (Athlin, Hov, Petzäll, & Hedelin, 2014).…”

Section: Introduction/backg Roundmentioning

confidence: 99%

Safeguarding the patient in municipal healthcare—A hermeneutic focus group study of Nordic nursing leadership

2019

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This is an open access article under the terms of the Creat ive Commo ns Attri butio n-NonCo mmerc ial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made. AbstractAim: This study illuminates the meaning and purpose of clinical presence in nursing leadership in municipal home care from the first-line nurse manager's own perspective.Background: Being a first-line nurse manager in the context of home care is demanding due to demographic changes and an ever-increasing number of elderly suffering from chronic diseases. Leading in this context entails leading from a distance because patients live and receive care in their homes. First-line nurse managers express the importance of clinical presence. However, there is a paucity of studies from home care of the meaning and purpose of presence. The theory of caritative leadership and the model of caring in nursing leadership served as the starting point for this study.Methods: Hermeneutic abductive approach using a purposive sample of three semistructured focus group interviews with 11 first-line nurse managers in home care in three Nordic countries.Result: This study shows that first-line nurse managers described the meaning and purpose of their clinical presence in home care as safeguarding the patient by taking overall responsibility for care, securing the patients' voices, building and maintaining trustful relations, and securing a sensible economy. Conclusion:Our findings indicate that clinical presence serves the purpose of taking the overall responsibility for care and safeguarding the patient. Presence is perceived a necessity to verify staff providing the best possible care. First-line nurse managers acted metaphorically as a shield to protect patient care, which is the main concern in their leadership. The findings add new knowledge to the significance of caring in nursing leadership and the theory of caritative leadership. Implications for Nursing Management:First-line nurse managers need to be clinically present in order to safeguard the patient and to fulfil their threefold responsibilities for the patient, the staff and the economy. This study might also contribute to the political discussion concerning why nurses has to be first-line nurse managers and cannot be replaced by economists. K E Y W O R D Scaring, caritative leadership, clinical presence, hermeneutics, municipal home care | 1243 SOLBAKKEN Et AL.

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

Cited by 11 publications

References 36 publications

How do nurse managers describe clinical nurses' work arrangements? A qualitative study

How do nurse managers describe clinical nurses' work arrangements? A qualitative study

Shifting roles: physiotherapists’ perception of person-centered care during a pre-implementation phase in the acute hospital setting - A phenomenographic study

Safeguarding the patient in municipal healthcare—A hermeneutic focus group study of Nordic nursing leadership

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