The Impact of Leadership in the Autonomy and Engagement of Nurses

Junttila, Kristiina; Heikkilä, Anniina; Heikkilä, Asta; Koivunen, Marita; Lehtikunnas, Tuija; Mattila, Elina; Meriläinen, Merja; Peltokoski, Jaana; Sneck, Sami; Tervo‐Heikkinen, Tarja

doi:10.1097/nna.0000000000001237

Cited by 6 publications

(5 citation statements)

References 22 publications

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“…In their own unit, however, nurse managers can support nurses in their responsibilities and utilize their expertise to elaborate on care, practices and processes. This kind of transformational leadership maintains a work culture where empowered nurses have the opportunity to execute joint decision-making and develop their everyday work without a hierarchy (Junttila et al, 2023) and can feel trusted and worthy (Kim et al, 2018). Almost all the nurse managers brought up how the nurses handled their areas of responsibility independently, successfully and voluntarily.…”

Section: Discussionmentioning

confidence: 99%

“…More information about how to promote nurses' autonomy according to the Magnet hospital model is also needed. Especially in Finland, there is still little information about leadership that supports nurses' autonomy, but with two Magnet‐aspiring university hospitals, the topic has come up for consideration (Junttila et al, 2023; Nurmeksela et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…To improve the quality of patient care and services, healthcare organizations require nurses' expertise (Kaya & Eskin Bacaksiz, 2022). Previous studies have pointed out, however, that nurses have a low commitment to the organization (Fernet et al, 2021;Junttila et al, 2023), and their role as participative developers still needs clarification. Nurse managers play a significant role in the front line of nursing, and their supportive and autonomy-enabling leadership style encourages nurses to succeed in broad job requirements (Kim et al, 2018) as well as embrace expert roles in nursing practice (Porter-O'Grady, 2022).…”

Section: Introductionmentioning

confidence: 99%

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

Pursio

Kankkunen

Kvist

2023

Journal of Advanced Nursing

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AimsTo describe nurse managers' perceptions of nurses' professional autonomy in hospitals and their role in promoting it.DesignA qualitative descriptive approach.MethodsFifteen nurse managers participated in semi‐structured focus group interviews in two university hospitals in Finland between May and June 2022. The data were analysed using inductive content analysis.ResultsNurses' professional autonomy in hospitals is perceived according to three themes: individual qualities behind independent actions, limited influencing opportunities in the organization and physicians' central effect. The nurse managers perceive that they enhance nurses' professional autonomy by promoting the nurses' independence at work, their sufficient and up‐to‐date competence, their expert role in multi‐professional cooperation and joint decision‐making and an open and appreciative work community.ConclusionsNurse managers can enhance nurses' professional autonomy with shared leadership. However, there are still gaps in nurses' equal possibilities to influence multi‐professional work, especially outside of patient care. Promoting their autonomy requires commitment and support from leadership at all levels of the organization. The results advise nurse managers and the administration of the organization to maximize the potential of nurses' expertise, along with encouraging nurses towards self‐leadership.ImpactThis study provides an innovative approach to nurses' roles through their professional autonomy from the perspective of nurse managers. These managers have an important role in enhancing nurses' professional autonomy, empowering and supporting them in their expertise, enabling necessary advanced training, and maintaining an appreciative work community where all have equal participation opportunities. Thus, nurse managers have the opportunity to strengthen high‐quality multi‐professional teams' ability to jointly develop the patient's care for better outcomes through their leadership.Patient or Public ContributionNo patient or public contribution.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

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

Pursio

Kankkunen

Kvist

2023

Journal of Advanced Nursing

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“…The results of this study will help our partner (the Network) in identifying and implementing concrete strategies to promote physician and registered nurse retention by considering the particularities of its environment. It will allow the Network to replenish its strength and vitality by questioning issues such as autonomy [ 66 ], job satisfaction [ 40 , 67 ], and attachment to the community [ 42 , 68 ].…”

Section: Discussionmentioning

confidence: 99%

Addressing the Shortage of Health Professionals in Official Language Minority Communities to Strengthen Retention Strategies for the Benefit of New Brunswick Francophone and Acadian Communities: Protocol for a Mixed Methods Design

Collin¹,

Johnson²,

Dubé³

et al. 2023

JMIR Res Protoc

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Background COVID-19 has highlighted already existing human resource gaps in health care systems. New Brunswick health care services are significantly weakened by a shortage of nurses and physicians, affecting regions where Official Language Minority Communities (OLMCs) reside. Since 2008, Vitalité Health Network (the “Network”), whose work language is French (with services delivered in both official languages, English and French), has provided health care to OLMCs in New Brunswick. The Network currently needs to fill hundreds of vacant physician and nurse positions. It is imperative to strengthen the network’s retention strategies to ensure its viability and maintain adequate health care services for OLMCs. The study is a collaborative effort between the Network (our partner) and the research team to identify and implement organizational and structural strategies to upscale retention. Objective The aim of this study is to support one of New Brunswick health networks in identifying and implementing strategies to promote physician and registered nurse retention. More precisely, it wishes to make 4 important contributions to identify (and enhance our understanding of) the factors related to the retention of physicians and nurses within the Network; determine, based on the “Magnet Hospital” model and the “Making it Work” framework, on which aspects of the Network’s environment (internal or external) it should focus for its retention strategy; define clear and actionable practices to help the Network replenish its strength and vitality; and improve the quality of health care services to OLMCs. Methods The sequential methodology combines quantitative and qualitative approaches based on a mixed methods design. For the quantitative part, data collected through the years by the Network will be used to take stock of vacant positions and examine turnover rates. These data will also help determine which areas have the most critical challenges and which ones have more successful approaches regarding retention. Recruitment will be made in those areas for the qualitative part of the study to conduct interviews and focus groups with different respondents, either currently employed or who have left it in the last 5 years. Results This study was funded in February 2022. Active enrollment and data collection started in the spring of 2022. A total of 56 semistructured interviews were conducted with physicians and nurses. As of manuscript submission, qualitative data analysis is in progress and quantitative data collection is intended to end by February 2023. Summer and fall 2023 is the anticipated period to disseminate the results. Conclusions Applying the “Magnet Hospital” model and the “Making it Work” framework outside urban settings will offer a novel outlook to the knowledge of professional resource shortages within OLMCs. Furthermore, this study will generate recommendations that could contribute to a more robust retention plan for physicians and registered nurses. International Registered Report Identifier (IRRID) DERR1-10.2196/41485

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“…The three international regions are considered benchmark areas for mental health ecosystem analysis: Gipuzkoa for its system-wide transformation towards integrated chronic care. the use of mapping for mental health planning [30] and the development of advanced decision support tools for planning [31]; Chile as a model of health care in South America, with Talcahuano the area of most community orientated service provision [26,32]; and Helsinki Uusimaa has been identified as a benchmark area in mental healthcare in Europe by the REFINEMENT project [33][34][35].…”

Section: Catchment Areamentioning

confidence: 99%

Patterns of mental health care provision in urban areas: A comparative analysis for local policy in the ACT

et al. 2023

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Urbanisation presents specific mental health challenges, requiring a better understanding of service availability in urban areas for mental health care planning. Our objective is to analyse patterns of urban mental healthcare provision in Australia, and compare these with relevant national and international regions to inform urban mental healthcare policy and planning. Following a health ecosystems approach, we use a standardised service classification instrument, the Description and Evaluation of Services and DirectoriEs (DESDE), and Mental Health Care Atlases, to compare the availability, bed capacity and diversity of services providing specialised mental health or psychosocial care that are universally accessible (ie provided at no or low cost only in all relevant care sectors in four Australian and three international urban regions. We used a heuristics approach and an homogeneity test. Applicability to local policy was assessed using the Adoption Impact Ladder. Community care was less developed in Australia than internationally, except in the case of residential care in Australian Capital Territory, our reference area. Alternatives to hospitalisation were scarce across all regions. The Atlas was applicable to regional and local mental health planning. Differences in pattern of care between regions has implications for planning, equality of access to care and prioritisation of resources. An ecosystems approach is relevant to service planning in mental healthcare at local level.

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The Impact of Leadership in the Autonomy and Engagement of Nurses

Cited by 6 publications

References 22 publications

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

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

Addressing the Shortage of Health Professionals in Official Language Minority Communities to Strengthen Retention Strategies for the Benefit of New Brunswick Francophone and Acadian Communities: Protocol for a Mixed Methods Design

Patterns of mental health care provision in urban areas: A comparative analysis for local policy in the ACT

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