Nurse Manager Leadership Development

Fennimore, Laura; Wolf, Gail A.

doi:10.1097/nna.0b013e3182171aff

Cited by 62 publications

(56 citation statements)

References 16 publications

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“…This study LOPES ET AL. 527 F I G U R E 1 The hypothesized seven-factor model (column 1) and five models' candidate (columns [2][3][4][5][6] found that PHC managers in Timor-Leste are not competent in problem solving on financial management in their jobs. The finding was similar to the studies conducted in South Africa 40 and Saudi Arabia.…”

Section: Discussionmentioning

confidence: 99%

“…47 The introduction of changes in the organization's management, staff, and services showed the need for new management competencies. 5,48 Furthermore, the organization requires competent managers to make an organization successful. 49 Any organized health program's success depends on effective management.…”

Section: F I G U R Ementioning

confidence: 99%

“…Manager incompetence has generated negative consequences for service provision, well-being, and health system performance. [4][5][6] Timor-Leste is a young country, located between Australia and Indonesia, economically categorized as an LMIC. 7 The Ministry of Health governs the health system, and it is provided mainly through the public health service with only a few private clinics providing services for profit and nonprofit in some districts.…”

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confidence: 99%

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An assessment of management competencies for primary health care managers in Timor‐Leste

Lopes

Narattharaksa

Siripornpibul

et al. 2019

Health Planning & Management

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Summary Background This study aims to assess the levels of management competencies of primary health care (PHC) managers in Timor‐Leste. Timor‐Leste is a young country. It has made important improvements in reconstructing its health system since its independence in 2002. However, most managers still learn through their failures, and few studies have described the perceptions of managers in Timor‐Leste. Methods This study used quantitative methods, using a cross‐sectional survey involving a structured self‐administered questionnaire. The Cochran formula was used in calculating the sample size. The sample included 183 PHC managers in Timor‐Leste. Stratified random sampling was adopted to conduct the survey. The researcher used confirmatory factor analysis (CFA) to confirm the validity and reliability of the tools and create new dimensions. The data were analyzed using the frequency and percentage. Results This study was initially designed to include seven dimensions, but after confirming it using the CFA, it was reduced to six dimensions. The result of CFA was used. This study found that PHC managers in Timor‐Leste had rated themselves “not competent” in knowing the organization, professionalism in the workplace, problem solving on financial management, and effective leadership and only “competent” in managing human resources and communicating effectively. Conclusion This study determined that policy makers and stakeholders must give more attention to knowing the organization, professionalism in the workplace, problem solving on financial management, and effective leadership. Managers need to be competent and have various skills to perform managerial functions effectively and efficiently.

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Section: Discussionmentioning

confidence: 99%

Section: F I G U R Ementioning

confidence: 99%

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confidence: 99%

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An assessment of management competencies for primary health care managers in Timor‐Leste

Lopes

Narattharaksa

Siripornpibul

et al. 2019

Health Planning & Management

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“…Often nurse managers are selected for their position, based on their clinical expertise, without the proper preparation to manage people, coordinate units, considering the budget and using the technology in their daily lives [22].…”

Section: Discussionmentioning

confidence: 99%

Perception Of Nursing Middle Managers About The Evidence-Based Management

Spiri¹,

Kurcgant²,

Pereira³

2017

int arch med

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Objective: to comprehend the experience of nursing middle managers of an accredited public hospital, from São Paulo state, about the evidence-based management.Method: case study and analysis of thematic content in the stages of unity of meaning, condensed meaning unity, interpretation of the underlying meaning, sub-theme and theme. Nine nurse managers participated. The data collection was done through a script with questions that, according to the convenience of the participants, were answered by electronic mail. The data were analyzed in the light of the theoretical reference of the managerial process in nursing and the evidence-based management.Results: six themes were revealed: Evidence-based management and management process; Evidence-based management strengths; Evidence-based management challenges; the leader and the Evidencebased management; Hospital accreditation and evidence-based management and Experiences with the evidence-based management.Conclusion: the scientific knowledge and the experiences in the work are sources of evidences that interfere, positively, in the quality and safety of the patient. Leadership training, planning, team empowerment and involvement are essential for the development of this practice. Strategies need to be discussed and implemented so that the management process is based on evidences.

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“…11 Focusing on the development of TL skills among FLNMs is an imperative for nurse executives in supporting clinical, leadership, and organizational success. [12][13][14] Evidence demonstrates that independent of knowledge and skill, there are organizational and work design factors that promote or impede transformational behaviors among leaders. 3,4,11 As the healthcare environment is redesigned to meet the challenges of access, quality, and value, FLNMs are pivotal in helping to change the environments of acute care hospitals.…”

mentioning

confidence: 98%