Nursing leadership and management effects work environments

Abstract

This article identifies some of the research that provides evidence for evidence-based nursing management and leadership practice.

The influence of authentic leadership on newly graduated nurses’ experiences of workplace bullying, burnout and retention outcomes: A cross-sectional study

“…On the other hand, authentic leadership, a relationship-focused style of leadership, has been found to be related to outcomes not likely to occur in bullying environments, such as, organizational citizenship behaviors (Walumbwa et al, 2008), a supportive work group (Wong and Cummings, 2009), and group spirit or 'esprit' (Henderson and Hoy, 1983). However, few studies have examined the relationship between leadership behaviors and the prevalence of workplace bullying in nursing (Tomey, 2009). Given the key role of nursing leaders in creating positive work environments that promote retention and job satisfaction (Duffield et al, 2009;VanOyen Force, 2005;Weberg, 2010), a study that examines the relationship between nursing leadership behaviors and the prevalence of workplace bullying and its effects is warranted.…”

Being a nurse leader in bedside nursing in hospital and community care contexts in Norway and Sweden

“…In addition, especially in hospital organisations, more administrative and human resource tasks have been put on them [8,12] . There are also expectations on nurse leaders to take on a central role in development projects and research activities to ensure that the care is evidencebased [13,14] . Accordingly, both expectations and responsibilities of nurse leaders in the clinical setting have increased [15] .…”

Leadership style and culturally competent care: Nurse leaders’ views of their practice in the multicultural care settings of the United Arab Emirates

“…However, while C N C N C N C N Volume 48, Issue 2, October 2014 © eContent Management Pty Ltd both groups raised the issue of the need for nondiscriminatory behavior, it was the government hospital nurse-leader-managers that emphasized the humanistic aspect of the provision of culturally competent care. They highlighted the need for a caring environment (Tomey, 2009) where the leader was clearly expected to model this behavior. Figure 2 attempts to draw together the key features of the care environment that intermingle to create the challenge of achieving and enhancing culturally competent care.…”