Perceptions of New Nurses Concerning Incivility in the Workplace

Kerber, Cindy; Woith, Wendy M.; Jenkins, Sheryl; Astroth, Kim Schafer

doi:10.3928/00220124-20151020-05

Cited by 27 publications

(39 citation statements)

References 18 publications

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“…New graduate nurses working in community health reported significantly higher authentic leadership (M=2.99, SD=.97) than NGNs in medical surgical (M=2. 57,SD=.84) or critical care (M=2.52, SD=.91) units. In addition, there were significant (p<.05)…”

Section: Relationship Of Demographic Variables To Major Study Variablesmentioning

confidence: 99%

“…Although supervisor incivility is less frequent than other sources, it has been linked to poor mental health (Laschinger, eal., 2013) and lower nursing productivity and commitment (Lewis & Malecha, 2011). A qualitative study of incivility experiences of NGNs showed 10% of the participants witnessed disrespect from their leaders; they also described leader behaviours such as not fulfilling their promises, shouting at staff in front others, making false accusations as well as unfairly treating their staff (Kerber, Woith, Jenkins & Astroth, 2015). Uncivil behaviours negatively influence staff leader-nurse relationships by showing disrespect toward others and marginalizing them within their group (Embree & White, 2010).…”

Section: Study Targeted Employees Of Northmentioning

confidence: 99%

“…Dyess and Sherman (2009) highlighted that NGNs deserve visibility and transparency from their leaders. However, manager incivility has been increasingly reported by nurses (Kerber, et al, 2015). In fact, NGNs have reported negative reactions from supervisors when they seek consultation for complex issues (Bowles & Candela, 2005;Kelly & Ahern, 2009).…”

Section: Study Targeted Employees Of Northmentioning

confidence: 99%

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Relationships among authentic leadership, manager incivility and trust in the manager

Alkaabi

Wong

2019

LHS

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Purpose This study aims to examine the relationships among authentic leadership of managers and new graduate nurses’ (NGNs) experience of manager incivility and their degree of trust in their managers. Design/methodology/approach A secondary analysis of data using a non-experimental, correlational design was undertaken. From 2012 to 2013, 3,743 surveys were mailed to NGNs eligible for the study, and 1,020 returned completed questionnaires for a response rate of 27.3 per cent. The hypotheses were tested using hierarchical multiple linear regression. Findings Authentic leadership had a negative relationship with manager incivility, which in turn was negatively related to trust in the manager, and overall the model accounted for 59.9 per cent of the variance in trust. Authentic leadership was positively associated with trust in the manager. Originality/value Findings supported that authentic leadership may be an effective approach to enhance manager–nurse interactions because authentic managers are less likely to display uncivil behavior, which diminishes trust. Findings may be useful to inform the development of positive and respectful work environments and the everyday practice of nurse managers.

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Section: Relationship Of Demographic Variables To Major Study Variablesmentioning

confidence: 99%

Section: Study Targeted Employees Of Northmentioning

confidence: 99%

Section: Study Targeted Employees Of Northmentioning

confidence: 99%

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Relationships among authentic leadership, manager incivility and trust in the manager

Alkaabi

Wong

2019

LHS

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“…Given these points and in an attempt to promote patient safety, The Joint Commission (2008) put forth a zero tolerance for intimidating behaviors among hospital staff [6]. Nurses report that incivility negatively impacts patients by impeding and delaying care and disrupting patients' faith in the staff [7]. It is evident that incivility continues to pose a threat to both nursing staff and patients.…”

mentioning

confidence: 99%

Be the Change

Pajalich

2017

POJ Nurs Prac Res

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“…Bullying is regrettably common in health care; in a survey by the Joint Commission for the Accreditation of Healthcare Organizations (2002), 90% of nurse respondents had witnessed some form of bullying behavior. Bullying behavior increased workload, prevented meeting patients' needs, and inhibited meeting the faith needs of patients (Kerber et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

The Cascading Effect of Civility on Outcomes of Clarity, Job Satisfaction and Caring for Patients

Nelson¹,

Nichols

Wahl

2017

IJPS

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Implementation of a model of care requires partnering among members of the health care team and patients and their families. Each participant must have clarity about each person's role and how the system is used to implement and/or utilize a model of care delivery. A community hospital in the Midwest implemented Relationship-Based Care (RBC), a model based on concepts of partnering with self and others to build inclusive systems of care. Implementation included education about the culture of caring and discussions centered on the concept of civility as a prerequisite to role clarity within the concept of partnering in caring for self and others. The discussions demonstrated to hospital leaders that incivility, involving negative cultural norms, fundamentalism, oppression, hierarchical leadership, and conformity to old ways, was a barrier to creating a caring environment. This study examined the impact of civility on professional clarity, social and technical dimensions of work, and caring for patients and families.Civility was measured by a 24-item instrument using Bartholomew's theory of civility (2006). The instrument includes two dimensions of civility: education in civility during academic and clinical training, and the experience of civility in the work setting. Results revealed that staff who had received and observed civil behaviors from academic faculty and clinical preceptors were more likely to report working within a civil environment. This in turn predicted greater levels of clarity, which then predicted greater satisfaction with both the technical and social dimensions of the job. The final outcome, caring for patients, was predicted by job satisfaction.

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Perceptions of New Nurses Concerning Incivility in the Workplace

Cited by 27 publications

References 18 publications

Relationships among authentic leadership, manager incivility and trust in the manager

Relationships among authentic leadership, manager incivility and trust in the manager

Be the Change

The Cascading Effect of Civility on Outcomes of Clarity, Job Satisfaction and Caring for Patients

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