Leadership styles in nursing management: implications for staff outcomes

Asamani, James Avoka; Naab, Florence; Ofei, Adelaide Maria Ansah

doi:10.17532/jhsci.2016.266

Cited by 45 publications

(84 citation statements)

References 31 publications

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“…More than half 51.7% of the nursing staff intended to leave their current workplaces, and 20% of them were actively seeking the opportunities to leave. The nurse managers' leadership styles statistically explained 13.3% of the staff intention to stay at their current job position (Asamani, Naab, & Ofei, 2016).…”

Section: The Impact Of Leadership On Subordinatesmentioning

confidence: 99%

Menstrual Hygiene among Women of Reproductive Age in Rural Area, Lahore

Samuel¹,

Sehar²,

Afzal³

et al. 2018

IJN

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Introduction: This study aims to provide more insight on the ideas of whether the supportive leadership is able to influence employees' decision making and how leaders enhance their work group effectiveness as well as encourage work group member retention that will strengthen bottom-line performance. A sample of 161 respondents was chosen through convenience sampling technique. The data were collected from employees working in the tertiary care hospital. Methodology: The data collection tools will be used for this project are Supervisory Support Scale (SSS) and demographic variables developed by Mc Gilton in 2010.Demographic variable: Demographic variable involves Age, Gender, Experience, Qualification, and Department. Supervisory Support Scale (SSS): The 15-items likert scale will be used to collect data from nurses who are working in critical care unit. The nurses will require indicating their opinions by circle from 1=Never, 2=Seldom, 3=occasionally, 4=Often, 5=Always (McGilton, 2010). Dependent tool: A clinical decisionmaking questionnaire with a scale of 27 items was used to collect data. Clinical decision making scale: A clinical decision-making scale of 27 items will used to assess the frequency of decision-making. Each item had a four-point likert scale (1 = Never: 2= rarely; 3 = Sometimes; 4= Always) (Austin, 2010). Results: Pearson Correlation analysis and Multiple Linear Regression analysis were used to test the hypotheses. The results revealed employees' working performance was positively influenced by directive, supportive, participative and achievement-oriented leadership styles. Results: positive linear correlation between Supervisory Support Scale and Nurses decisions at clinical area and the p=.155. Conclusion: Majority of the nurses in critical care units are females and most lie in the age bracket of23 to 40 years. More than half of the nurses in critical care units have professional qualifications of diploma in general nursing and above and majority is appointed at registered nurse levels. There is moderate decision-making among nurses and that acquiring CVP readings, collecting bronchial cultures and conducting history taking & performing physical examination scored the highest as the decisions most commonly made and performed.

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Section: The Impact Of Leadership On Subordinatesmentioning

confidence: 99%

Menstrual Hygiene among Women of Reproductive Age in Rural Area, Lahore

Samuel¹,

Sehar²,

Afzal³

et al. 2018

IJN

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“…These efforts have not only resulted in Ghana being cited as a country on a good footing towards UHC but also as a leading producer of physicians, nurses and midwives in sub-Saharan Africa [10]. Nonetheless, some reports and published literature assert that Ghana's HRH stock may not be optimal and is plagued with inefficient distribution [11][12][13][14]. For instance, Scheffler et al [14] showed a serious deficit in the number of physicians, nurses and midwives in Ghana by 2015 which later estimates puts at 42% gross deficit in HRH availability but much worse amongst specialised groups of health professionals [15].…”

Section: -2021 and Earlier Ones) Are All Geared Towards Ensuring Univmentioning

confidence: 99%

The cost of health workforce gaps and inequitable distribution in the Ghana Health Service: An analysis towards evidence-based health workforce planning and management.

Asamani¹,

Ismaila

Plange³

et al. 2020

Preprint

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Background: Despite tremendous health workforce efforts which have resulted in increases in the density of physicians, nurses and midwives from 1.07 per 1,000 population in 2005 to 2.65 per 1,000 population in 2017, Ghana continues to face shortages of health workforce alongside inefficient distribution. The Ministry of Health and its agencies in Ghana used the Workload Indicators of Staffing Needs (WISN) approach to develop staffing norms and standards for all health facilities, which is being used as an operational planning tool for equitable health workforce distribution. Using the nationally agreed staffing norms and standards, the aim of this paper is to quantify the inequitable distribution of health workforce and the associated cost implications. It also reports on how the findings are being used to shape health workforce policy, planning and management. Methods: We conducted a health workforce gap analysis for all health facilities of the Ghana Health Service in 2018 in which we compared a nationally agreed evidence-based staffing standard with the prevailing staffing situation to identify need-based gaps and inequitable distribution. The cost of the prevailing staffing levels was also compared with the stipulated standard, and the staffing cost related to inequitable distribution was estimated. Results: It was found that the Ghana Health Service needed 105,440 health workers to meet its minimum staffing requirements as at May 2018 vis-à-vis its prevailing staff at post of 61,756 thereby leaving unfilled vacancies of 47,758 (a vacancy rate of 41%) albeit significant variations across geographical regions, levels of service and occupational groups. Of note, the crude equity index showed that in aggregate, the best-staffed region was 2.17 times better off than the worst staffed region. The estimated cost (comprising basic salaries, market premium and other allowances paid from central government) of meeting the minimum staffing requirements was estimated to be GH¢2,358,346,472 (US$521,758,069) while the current cost of staff at post was GH¢1,424,331,400 (US$315,117,566.37), resulting in a net budgetary deficit of 57% (~US$295.4 million) to meet the minimum requirement of staffing for primary and secondary health services. Whilst the prevailing staffing expenditure was generally below the required levels, an average of 28% (range: 14-50%) across the levels of primary and secondary healthcare was spent on staff deemed to have been inequitably distributed, thus providing scope for rationalisation. We estimate that the net budgetary deficit of meeting the minimum staffing requirement could be drastically reduced by some 30% just by redistributing the inequitably distributed staff.Policy Implications: Efficiency gains could be made by redistributing the 14,142 staff deemed to be inequitably distributed, thereby narrowing the existing staffing gaps by 30% to 33,616, which could, in turn, be filled by leveraging synergistic strategy of task sharing and/or new recruitments. The results of the analysis provided insights that have shaped and continue to influence important policy decisions in health workforce planning and management in the Ghana Health Service.

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“…Burnout merupakan gejala kelelahan fisik, emosional dan mental dengan perasaan rendahnya harga diri akibat stres yang berkepanjangan. Berbagai penelitian di Indonesia melaporkan tingginya burnout dikalangan perawat dengan prevalensi yang berkisar antara 38% -75 % (Aulia, 2018) , (Awalia, 2013), (Prestiana & Purbandini, 2012), (Asamani, Naab, Maria, & Ofei, 2016) , (Mariyanti & Citrawati, 2011), (Ningrum, 2014), (Eliyana, 2016), (Wati, 2017). Penelitian di luar negeri juga menunjukkan tingkat burnout yang tinggi dengan prevalensi 22%-98% sejak tahun 2013 sampai 2017 (Dolan et al, 2015), (Vargas, Can, Can, & De, 2015), (Frey, Robinson, Wong, & Gott, 2018), (Font, Corti, & Berger, 2015), (Britt, Koranne, & Rockwood, 2017).…”

Section: Latar Belakangunclassified

“…Upaya untuk meminimalkan burnout antara lain meningkatkan kecerdasan emosional, koping individu, spiritualitas, hubungan dengan rekan kerja, serta meningkatkan aspek kepemimpinan perawat (Maslach et al, 2001), (Patrick, Wagga, Wales, Lavery, & Campus, 2007), (Scaufeli & Janczur, 2004), (Gentene, 2013) , (Hunsaker, 2013). Salah satu gaya kepemimpinan yang sesuai dalam menghadapi perubahan, meningkatkan pro aktif bawahan dan membuat bawahan lebih merasa dihargai dan lebih menyentuh faktor emosional adalah gaya kepemimpinan transformasional (Asamani et al, 2016) , (Hartiti, 2013), (Afandi, 2013). Gaya kepemimpinan transformasional memberikan sentuhan emosional yang lebih baik untuk perawat dan hal ini akan mempengaruhi tingkat burnout perawat.…”

Section: Latar Belakangunclassified

Penerapan Kepemimpinan Transformasional dalam Menurunkan Burnout Perawat Pelaksana

Puspitasari

Sulisno

Dwiantoro

et al. 2019

jskp

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Penelitian di Indonesia dan di luar negeri menunjukkan semakin meningkatnya burnout pada perawat yang merupakan gejala kelelahan fisik, emosional dan mental serta munculnya perasaan rendah diri akibat stres yang berkepanjangan. Penelitian ini bertujuan untuk membuktikan bahwa penerapan kepemimpinan transformasional dapat menurunkan burnout perawat pelaksana.Metode yang digunakan dalam penelitian ini adalah quasi eksperiment yang dilakukan di dua rumah sakit pemerintah di Karesidenan Surakarta terhadap 25 perawat pelaksana yang telah mengalami burnout dan pada 2 kepala ruang pada masing-masing rumah sakit sebagai kelompok intervensi dan kontrol. Data dibandingkan dengan independent t test dan paired t tes.Kelompok intervensi menunjukkan rerata skor burnout perawat pelaksana sebelum intervensi adalah 71.96 dan setelah intervensi menurun menjadi 49.52 dengan nilai p 0,00 sedangkan pada kelompok kontrol rerata skor burnout perawat pelaksana sebelum intervensi 63,7 dan setelah intervensi 63,8 dengan nilai p 0,81. Berdasarkan rumus Cohen, efektivitas penerapan kepemimpinan transformasional masuk dalam kategori tinggi (1,8). Simpulan dari penelitian ini penerapan kepemimpinan transformasional kepala ruang terbukti efektif dalam menurunkan burnout perawat pelaksana.Kata Kunci: burnout; kepemimpinan transformasional; perawat pelaksana

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Leadership styles in nursing management: implications for staff outcomes

Cited by 45 publications

References 31 publications

Menstrual Hygiene among Women of Reproductive Age in Rural Area, Lahore

Menstrual Hygiene among Women of Reproductive Age in Rural Area, Lahore

The cost of health workforce gaps and inequitable distribution in the Ghana Health Service: An analysis towards evidence-based health workforce planning and management.

Penerapan Kepemimpinan Transformasional dalam Menurunkan Burnout Perawat Pelaksana

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