Staff structural empowerment—Observations of first‐line managers and interviews with managers and staff

Abstract

Aim:The aim was to study how first-line managers act to make structural empowerment accessible for nursing staff and furthermore to relate these observations to the manager's and their nursing staff's descriptions regarding the staff's access to empowering structures.Background: Staff access to empowering structures has been linked to positive workplace outcomes. Managers play an important role in providing the conditions for structural empowerment.Method: Five first-line managers were observed for two workdays. Managers and staff (n = 13) were thereafter interviewed. Field notes and interviews were analysed using directed content analysis. Results:The managers displayed intentional actions that could enable their staff access to empowering structures. Managers and staff described the importance of staff's access to empowering structures. Conclusion:Staff who perceive to have access to structural empowerment have managers who are present and available. Unanimity among managers and staff existed in regard to the importance of staff having access to structural empowerment. The managers work continually and intentionally, doing many things at the same time, to provide the staff access to empowering structures. Implications for Nursing Management:The study shows the importance of promoting managers' awareness of staff's access to structural empowerment and maximizing managers' presence and availability to their staff.

Nurse managers' perceptions of nurses' professional autonomy—A qualitative interview study

“…To support and rely on nurses in their independent actions requires special characteristics from nurse managers. Our results were strongly similar to those of previous studies—that is in promoting nurses' professional autonomy, nurse managers have to make connections with their staff and personally get to know them (Lundin et al, 2022), guide nurses by being role models to them and encouraging them, express confidence by offering personal and professional challenges, be visible and round daily, and finally share information and communicate with the staff (Kaya & Eskin Bacaksiz, 2022; Lundin et al, 2022). While coaching nurses towards goals were mentioned, no concrete examples or tools emerged.…”

“…Notwithstanding the challenges related to limited development opportunities at the unit level and the possible inequality of the nurse–doctor relationship, nurse managers should provide opportunities for nurses to participate in decision‐making (Arends et al, 2022; Lundin et al, 2022), enable training to foster professional teams, and build a collaborative culture (Beal & Riley, 2019). Previous studies have found that nurses themselves are ready to participate in the decision‐making regarding the patient, but the physicians hesitate (Arends et al, 2022; Grinberg & Sela, 2022).…”

“…Notwithstanding the challenges related to limited development opportunities at the unit level and the possible inequality of the nurse-doctor relationship, nurse managers should provide opportunities for nurses to participate in decision-making (Arends et al, 2022;Lundin et al, 2022), enable training to foster professional teams, and build a collaborative culture (Beal & Riley, 2019).…”

Impact of Structural Employee Empowerment on Hospital Ratings: Mediating Role of Social Climate and First-Line Managers’ Resilience

“… 32 SE includes access to information, support, resources, and learning opportunities. 33 , 34 Learning opportunities involve challenging tasks and acquiring new skills, influencing professional growth. 35 , 36 …”

“… 37 , 38 SE significantly supports First-Line Managers (FLMs) and their role in creating empowering conditions for subordinates. 34 , 39 FLMs’ access to empowering structures positively influences their performance, impacting subordinates. 40 …”