Managerial competence of first‐line nurse managers: A concept analysis

Abstract

A variety of terms are used interchangeably to define managerial competence of first-line nurse managers. This has resulted in a degree of ambiguity in the way managerial competence is described. The aim of this concept analysis is to clarify what is meant by managerial competence of first-line nurse managers internationally, what attributes signify it, and what its antecedents and consequences are. The Walker and Avant concept analysis approach was applied. The attributes of managerial competence include developing self, planning, organizing, leading, managing legal and ethical issues, and delivering health care. Antecedents to managerial competence include internal and external factors. Consequences include nurse performances, nurse and patient outcomes, intention to stay of nurses, and nurse and patient satisfaction. This analysis helps first-line nurse managers to understand the concept and determine where the responsibility lies in establishing a definition of managerial competence. It is recommended that middle and top managers should be aware of the internal and external factors as antecedents of the concept. Further research is needed to illuminate the attributes of managerial competence in relation to antecedents and the potential effect upon the consequences, and the need to establish managerial competence evaluation.

Factors contributing to managerial competence of first‐line nurse managers: A systematic review

“…Competence refers to the total of observable behaviours that occur in professional practice, categorized and specified in relation to measurable standards. Competence also refers to unobservable attributes, capacities, dispositions, attitudes, and values that the professional should have, which are inferred by detectable behaviours (Campion et al, ; Gunawan & Aungsuroch, ; Rass, ). As employed in this review, FLNMs' managerial competence refers to the behaviour of FLNMs in applying knowledge, skills, and attitudes based on specific managerial tasks, functions, or job responsibilities (Gunawan & Aungsuroch, ).…”

Perceptions of the impact of introducing administrative support for nurse unit managers: A qualitative evaluation

“…Nurse unit managers and the wider organisation should incorporate knowledge about the factors that influence succession planning into formal and informal processes (LaCross et al, ; Phillips et al, ; Ramseur et al, ; Titzer et al, ). Additionally, the transition and learning needs of novice nurse managers could be met by professional development and succession planning initiatives (Djukic, Jun, Kovner, Brewer, & Fletcher, ; Gunawan & Aungsuroch, ; Gunawan et al, ; Siren & Gehrs, ). Improving capacity to attract new incumbents to the NUM role is significant given earlier warnings that staff nurses are reluctant to step into the role of NUM, with lack of support being indicated as the primary reason (Duffield & Franks, ; Hewko et al, ; Queensland Government, ).…”

Study and implementation of a performance set of indicators for the nurse manager in a frailty hospital

“…The nurse manager (NM) is responsible to achieve hospital strategic goals and to provide administrative and clinical support [9-11] but this role has gradually changed from assistance to management over the years [12, 13]. Recently, Europe has followed the model of the USA by implementing some performance indicators [14].…”