Nurse managers’ leadership roles in mining primary healthcare settings in Gauteng

Nene, Sanele E.

doi:10.4102/hsag.v27i0.1693

Cited by 5 publications

(4 citation statements)

References 21 publications

(35 reference statements)

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“…Jooste ( 2017 :205) and Nene ( 2022 ) revealed that it was also difficult for OMs to inspire their nurses, and they were all expected to do more than their capacity, and one cannot lead and follow at the same time. As the numbers of patients who were coming to PHC facilities for services were increasing in South Africa, no new staff members were employed to close the capacity (Brouer et al, 2016 ).…”

Section: Resultsmentioning

confidence: 99%

“…The management of the PHC clinics of Ekurhuleni had to acknowledge that the OMs interpret change differently, and for effective change implementation, they had to be supported, irrespective of their category -whether they were early adopters, early or late majority. Jooste (2017:205) and Nene (2022) revealed that it was also difficult for OMs to inspire their nurses, and they were all expected to do more than their capacity, and one cannot lead and follow at the same time. As the numbers of patients who were coming to PHC facilities for services were increasing in South Africa, no new staff members were employed to close the capacity (Brouer et al, 2016).…”

Section: Budgetary Cuts and Increasing Demands On Resourcesmentioning

confidence: 99%

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Stretched beyond our capacity: The voices of operational managers from Ekurhuleni clinics during COVID-19

2022

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Background: Operational Managers (OMs) in primary health care (PHC) experienced new management dynamics during the outbreak of coronavirus disease 2019 (COVID-19). They were not sufficiently prepared to deal with the extraordinary challenges brought by this global pandemic.Objectives: The aim of this study was to explore and describe the PHC OMs’ experiences of new management dynamics in PHC facilities, created by COVID-19 pandemic.Method: This study used a qualitative, exploratory, descriptive and contextual research design and a phenomenological approach. Data were collected using in-depth semi-structured individual interviews. Data saturation was reached by the 7th interview and two more interviews were done to confirm data saturation. Data analysis was conducted using Giorgi’s descriptive thematic phenomenological data analysis method. An independent coder was implored to confirm the findings. This study was guided by Rogers Diffusion of Innovation Theory. Ethical considerations were applied throughout the research process.Results: One central theme and three main themes emerged as; stretching of inadequate resources. themes; (1) budgetary cuts and increasing demands of resources, (2) insufficient of personal protective equipment, other general supplies and human resources, and (3) compromised service delivery and increased client’s dissatisfaction.Conclusion: This study revealed that OMs were over stretched and overwhelmed by the management on PHC facilities due to COVID-19 pandemic dynamics.Contribution: The findings of this study can be implemented in PHC facilities to effectively deal with future pandemics of such a nature.

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Section: Resultsmentioning

confidence: 99%

Section: Budgetary Cuts and Increasing Demands On Resourcesmentioning

confidence: 99%

Stretched beyond our capacity: The voices of operational managers from Ekurhuleni clinics during COVID-19

2022

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“…From a nursing perspective, clinical leaders influenced care delivery systems through engagement in policy development at all levels of government [1,11], but these perspectives are less documented in the HIV context. Similarly, there is confusion in clinical leadership roles in distinguishing between managerial, resource management, and clinical roles [12].…”

Section: Introductionmentioning

confidence: 99%

Leading from the bottom: The clinical leaders roles in an HIV primary care facility in Eldoret, Kenya

Cherop,

Wachira,

Bagire

et al. 2024

PLoS ONE

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Background Clinical leaders in health systems play critical roles in making decisions that impact patient care and health system performance. Current literature has focused on the importance of clinical leaders’ roles in healthcare settings and has not addressed the leadership aspect that clinical leaders engage in day-to-day decision-making in HIV facilities while providing HIV patient care. Therefore, identifying the leadership roles that wclinical leaders perform at HIV primary facilities is of critical importance. Purpose The study explored the views of healthcare providers working in AMPATH-MTRH HIV facility on what they perceived as the roles of clinical leaders at the HIV primary care facility. Methods We conducted a qualitative exploratory study between December 2019 to May 2020, involving in-depth interviews with (n = 22) healthcare providers working in AMPATH-MTRH HIV facility, who were purposively and conveniently sampled to participate in in-depth interviews to explore perceptions regarding the leadership roles of clinical leaders. The collected data were analyzed thematically and Nvivo vs.12 software was used for data management. Results The following themes were identified from the analysis regarding perceived clinical leaders’ roles in an HIV primary care facility: 1) Strategic roles: providing direction and guidance, ensuring goals and objectives of the department are achieved within the set timelines, planning, and budgeting for adequate resources to support patient HIV care 2) Interconnecting health systems levels and supervisory oversight roles: a link between management, staff, and patients, solving problems, organizing and attending departmental meetings, facilitate staff training, accountable, collaborating with other departments and leaders, defines and assigns responsibilities, ensure quality patient service, coordination, and management of daily activities 3) Research roles: data collation, analysis, generation, review and reporting to the management. Conclusion Clinical leaders in the HIV care system perform leadership roles that are characterized by strategic, middle-level, supervisorial and research which reflects the model of the leadership and management style of the HIV care system. The understanding of these roles contributes valuable insights to HIV leaders and managers to recognize the important contribution of clinical leaders and consider reviewing Standard Operating Procedures to include these leadership roles and strengthen their capacity to maximize clinicians’ contribution to improve HIV care and enhance responsive health systems.

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“…El Sayed and Sleem ( 2011 ) and Mahboube et al ( 2019 ) posit that positive working relationships between nurses and doctors is considered the main factor in achieving positive medical results, which is the ultimate goal of the healthcare system. Hoseini ( 2009 ) and Nene ( 2022 ) attest that nurses and doctors should effectively and efficiently establish communication and believe that neither can achieve the desirable goal alone; in other words, they should take necessary steps towards creating positive workplace relationships to promote teamwork.…”

Section: Introductionmentioning

confidence: 99%

The perceptions of nurse managers working in the mining industry on workplace relationships

Nene

2023

Health SA Gesondheid

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Background: Positive workplace relationships improve the quality of healthcare provided by promoting teamwork and ensuring that challenges are addressed amicably. Nurse managers, unit managers, nurses, doctors and union leaders are obligated to establish positive working relationships to deliver quality primary healthcare service to mine workers at the clinics of the mine. However, there are negative workplace relationships at the clinics of a specific mining company that affect the quality of service delivered.Aim: The purpose of this study was to explore and describe the perceptions of primary healthcare nurse managers working in the mining industry on workplace relationships.Setting: This study was conducted in mining primary healthcare clinics located in Gauteng province, in the West Rand.Methods: A qualitative, exploratory, descriptive and contextual research design was adopted in this study. Individual interviews were conducted to collect data from the primary healthcare nurse managers, and data were analysed using thematic analysis. Trustworthiness measures and ethical principles were upheld in this study.Results: Three themes surfaced in this study: (1) negative perceptions of primary healthcare nurse managers on workplace relationships, (2) positive perceptions of primary healthcare nurse managers on workplace relationships and (3) building workplace relationships between primary healthcare nurse managers and union leaders.Conclusion: Nurse managers had positive and negative perceptions on working relationships in this study. Negative workplace relationships should be prevented at all costs by resolving conflicts amicably.Contribution: Resolving of conflicts amicably to build positive workplace relationships.

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Nurse managers’ leadership roles in mining primary healthcare settings in Gauteng

Cited by 5 publications

References 21 publications

Stretched beyond our capacity: The voices of operational managers from Ekurhuleni clinics during COVID-19

Stretched beyond our capacity: The voices of operational managers from Ekurhuleni clinics during COVID-19

Leading from the bottom: The clinical leaders roles in an HIV primary care facility in Eldoret, Kenya

The perceptions of nurse managers working in the mining industry on workplace relationships

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