Multi-Generational Perspectives on the Competencies Required of First-Line Nurse Managers: A Phenomenological Study

Abstract

First-line nurse managers play an integral role in ensuring team and organizational effectiveness and quality of care. They are facing increasing challenges arising from the need to lead a generation-diverse workforce. Further research that examines multi-generational perspectives on the competencies of first-line nurse managers is warranted. This paper aimed to elucidate multi-generational perspectives on the competencies required of first-line nurse managers based on their lived experiences and perceptions, as well as those of frontline nurses. A descriptive phenomenological approach was adopted. A total of 48 informants were invited to individual semi-structured interviews to share their perspectives on the competencies required of first-line nurse managers. Findings were analyzed using Van Kaam’s controlled explication method. Four themes that described four areas of competency were generated: (1) advocating for the interests of the staff, (2) allocating resources effectively, (3) building cohesive teams, and (4) embracing change and quality. The findings indicated that there were significant discrepancies among the different generations of informants in terms of their degree of commitment to work, preferred modes of team communication and collaboration, and perspectives on the role and function and preferred leadership styles of first-line nurse managers. This study fell short in examining the experiences of Generation Z nurses, and the findings are subject to further validation by larger samples. However, this study has implications for hospital administrators, nurse educators, and managers, encouraging them to rethink the notion of management competencies to develop effective strategies for leading a multi-generational workforce.

Competencies of Nurse Managers as Predictors of Staff Nurses’ Job Satisfaction and Turnover Intention

“…Data collection was performed using an instrument developed from a phenomenological study that involved individual interviews with both nurse managers and staff nurses to elicit their perspectives on the competencies required of nurse managers [ 21 ]. Nurse manager competencies refer to the attributes and behaviors essential for managerial competence [ 21 ].…”

“…Data collection was performed using an instrument developed from a phenomenological study that involved individual interviews with both nurse managers and staff nurses to elicit their perspectives on the competencies required of nurse managers [ 21 ]. Nurse manager competencies refer to the attributes and behaviors essential for managerial competence [ 21 ]. A total of 63 descriptive expressions were generated from the verbatim transcripts, which were then content validated by four expert panels who were nurse managers and/or administrators with at least 15 years of experience in nursing leadership and management.…”

“…Three main variables were examined in this study, namely the nurse manager competencies, and job satisfaction and turnover intention of staff nurses. The resulting Nurse Manager Competency Scale adopted in this study was made up of 60 items that captured five domains of nurse manager competencies : (1) Staff Advocacy and Development [12 items], which measured the competencies in advocating for staff interests and developing staff potential; (2) Team Communication and Collaboration [15 items], which measured the competencies in building cohesive teams through fostering team communication and collaboration; (3) Change and Resource Management [10 items], which measured the competencies in facilitating and embracing changes and ensuring optimal resource allocation; (4) Quality Monitoring and Pursuance [11 items], which measured the competencies in safeguarding the quality of care and cultivating a quality culture in the work unit; and (5) Personal Mastery [12 items], which measured the competencies in knowing oneself, his or her own internal attributes, purpose and vision [ 21 ]. Respondents were asked to evaluate the competencies of their nurse managers by using a 5-point Likert scale, ranging from 1 (strongly disagree) to 5 (strongly agree).…”

“…This study was conducted during the COVID-19 pandemic and was developed based on a phenomenological study that delineated the perceptions of first-line nurse managers and staff nurses about what constitutes the managerial effectiveness of nurse managers [ 21 ]. The study generated a list of narrative descriptions that captured the competencies required of nurse managers and laid the foundation for this study.…”