Self-leadership strategies for nurse managers

Goldsby, Elizabeth A.; Goldsby, Michael G.; Neck, Christopher P.

doi:10.1097/01.numa.0000654848.10513.11

Cited by 10 publications

(10 citation statements)

References 6 publications

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“…Self-observation focuses on the observation of one’s behaviour to gain information about yourself; for instance, whether you know when to call the RRT to assess a patient. Self-observation can lead to nurses directing their thoughts, feelings and behaviours to ensure positive outcomes for patients (Goldsby, Goldsby & Neck 2020 ), Self-leadership can be seen as a person’s own motivation to achieve the established goals in a certain situation, such as the RRS. Self-motivated nurses are goal-driven to provide the necessary nursing care.…”

Section: Theoretical Assumptionsmentioning

confidence: 99%

“…Engaging in positive self-talk could be seen in reflecting and evaluating one’s own beliefs and assumptions concerning the effectiveness of their performance, that is, the nursing care delivered. The nurse focuses on identifying irrational or dysfunctional beliefs and replacing them with positive thoughts (self-talk) (Goldsby et al 2020 ). Sanderson ( 2017 ) stated that positive self-talk is self-motivating; therefore, nurses are self-motivated to empower themselves with skills to provide the necessary nursing care.…”

Section: Theoretical Assumptionsmentioning

confidence: 99%

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Experiences of nurses practising mindfulness during self-leadership in delivering a rapid response system for general wards in a private hospital in Gauteng

Prinsloo

Jooste

2022

Curationis

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Background: The increased complexity of the nursing care needs of patients and acuity in general wards present nursing care challenges for nurses. Self-led nurses are attentive, taking responsibility for activating the rapid response service when a patient is starting to deteriorate.Objectives: The purpose of this article is to describe nurses’ experiences practising mindfulness during self-leadership in delivering a rapid response system (RRS) in a private hospital in Gauteng.Method: A qualitative, exploratory, descriptive and contextual design was followed. Homogenous purposive sampling was used and a total of eight focus groups were conducted. Focus groups durations were between 45 min and 60 min. The data analysis was carried out through open coding on Atlas.ti using the noticing things, collecting things and thinking about things (NCT) approach. An independent coder met with the researcher during a consensus meeting and finalised the analysis.Results: The findings indicated an underlying theme of nurses being mindful in their self-leadership through the development of self-motivation and self-direction in the RRS. Three categories with six subcategories emerged from the data analysis, namely self-motivation in an RRS by the team, self-direction through role-modelling to peers and training.Conclusion: Nurses practised mindfulness during self-leadership, utilising behavioural and natural reward approaches and constructive thought patterns. These findings could assist management with developing training programmes for nurses.

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Section: Theoretical Assumptionsmentioning

confidence: 99%

Section: Theoretical Assumptionsmentioning

confidence: 99%

Experiences of nurses practising mindfulness during self-leadership in delivering a rapid response system for general wards in a private hospital in Gauteng

Prinsloo

Jooste

2022

Curationis

View full text Add to dashboard Cite

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“…Having an experienced mentor can improve conversational skills with others when they turn to you for direction. 27 Organizational Level Nurse leaders may design an internal brand to occupy a distinct presence in the minds of stakeholders (patients and families, physicians, executives, and other disciplines). This may be accomplished through a brand campaign.…”

Section: Individual Levelmentioning

confidence: 99%

The Nurse Leader’s Role:

Joseph¹,

Phillips²,

Edmonson³

et al. 2021

Nurse Leader

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“…Whicker (1996) first used the term 'Toxic leadership' and associated it with maladaptive leadership behaviours and labelled such leaders as unstable, discontent, and mean individuals whose focus is on fighting to protect and control their interests rather than serving as an inspiration to people they lead. Toxic leaders are described as managers with dysfunctional features and destructive behaviours, who inflict harm on the people they lead (Goldsby et al, 2020;Laguda, 2020). Labrague, Lorica, et al (2020) ascertain that toxic leadership manifests during supervision, and leaders use planned and persistent destructive activities that harm staff and the organization as a whole.…”

Section: Introductionmentioning

confidence: 99%

Toxic leadership behaviour of nurse managers on perceived job satisfaction and productivity of nursing workforce in sub‐Saharan Ghana: A multi‐centre cross‐sectional study

Ofei

Paarima

Barnes

et al. 2022

J Nursing Management

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Aim This study aimed at assessing the nature and effect of toxic leadership of nurse managers on the perceived job satisfaction and productivity of the nursing workforce. Background Nursing job outcomes such as job satisfaction and productivity are influenced by various factors in the nursing practice environment including leadership. Due to rising health care expenses and depleting material resources, the productivity of nurses that is expected to improve the efficiency of health care organizations is mostly low. Managers' toxic behaviour towards nurses affects their job satisfaction and subsequently low productivity. Method A multi‐centre, cross‐sectional descriptive design was used. Validated tools were used to collect data from participants, and data were analysed using descriptive, correlation, and hierarchical linear regressions. Results Registered nurses appraised the leadership behaviour of nurse managers to be toxic, with most managers exhibiting narcissistic leadership behaviour. Though all the components of toxic leadership behaviour of manager and job satisfaction were associated with the perceived productivity of the nurses; only intemperate leadership behaviour of the managers (β = −.301, p < .005), and job satisfaction (β = .296, p < .001) significantly predicted perceived productivity among nurses (R2 = .238, F(7, 922) = 41.088, p < .001). Conclusion Nurse managers' leadership behaviours were toxic. Nurses' job satisfaction and all components of managers' toxic leadership behaviour influenced productivity. Implications for Nursing Management There should be a policy developed to guide the creation and maintenance of efficient nursing leadership to enhance job satisfaction and productivity among nurses.

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Self-leadership strategies for nurse managers

Cited by 10 publications

References 6 publications

Experiences of nurses practising mindfulness during self-leadership in delivering a rapid response system for general wards in a private hospital in Gauteng

Experiences of nurses practising mindfulness during self-leadership in delivering a rapid response system for general wards in a private hospital in Gauteng

The Nurse Leader’s Role:

Toxic leadership behaviour of nurse managers on perceived job satisfaction and productivity of nursing workforce in sub‐Saharan Ghana: A multi‐centre cross‐sectional study

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