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The recent Institute of Medicine (2010) report, The Future of Nursing: Leading Change, Advancing Health, included a recommendation that nurses at all levels should be prepared and enabled to lead change to advance health care in the United States. Historically, in most organizations, nursing leadership development programs have focused on nurses in...
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Background:
A recommendation in the Institute of Medicine's report, The Future of Nursing: Leading Change, Advancing Health, challenges the nursing profession to enhance nursing's leadership role in health care redesign.
Method:
This descriptive, correlational, cross-sectional study examined the self-perceived leadership behaviors of RNs enrolle...
Citations
... These findings align with previous research describing charge nurse roles as a "starting point in a leadership career move" (Wojciechowski et al., 2011, p. E15). However, negative experiences can contribute to turnover and low job satisfaction, and can deter nurses from a leadership career path (Schwarzkopf et al., 2012). Accordingly, some participants expressed ambivalence about pursuing further leadership roles. ...
Background
Early career nurses (ECNs) can be expected to assume shift charge nurse leadership roles quickly upon entering practice. Since the emergence of the COVID-19 pandemic, junior nurses may find their leadership capabilities tested further as the challenges of leadership are made increasingly complex in the context of an infectious disease outbreak.
Purpose
The purpose of this qualitative study was to explore early career registered nurses’ (RNs) experiences of engaging in shift charge nurse roles in hospital settings.
Methods
This study used an interpretive descriptive (ID) approach. Semi-structured, in-depth interviews were conducted with 14 RNs across Ontario, who had up to three years of experience and who had engaged in a shift charge nurse role in a hospital setting. Recruitment and data collection took place from January to May 2021 during the COVID-19 pandemic. Interviews were recorded, transcribed, and analyzed following the principles of content analysis.
Results
Content analysis of the 14 participant interviews revealed four main themes: nominated and necessitated into leadership, diverse and demanding responsibilities, factors that help and hinder, and leadership as an impactful experience.
Conclusions
Study findings provide insights into potential strategies to support ECNs in shift charge nurse roles, during the remaining course of the COVID-19 pandemic and beyond. Greater support for nurses who engage in these roles may be achieved by promoting collaborative unit and organizational cultures, prioritizing leadership training programs, and strengthening policies to provide greater clarity regarding charge nurse role responsibilities.
... Charge nurses (CNs) are important leaders in their respective hospital units [1][2][3][4][5][6][7]. When becoming a CN, the nurses often performs their duties with limited leadership training or role clarification [1][2][3][4]6,[8][9][10]. This restricts leadership development, and causes unnecessary stress for the CN [2][3][4]11]. ...
... This is also consistent with reports in the literature [1,6,12]. Charge nurses confront many challenges in their daily work, often with little training or the opportunity to develop in their professional [1][2][3][6][7][8]10,12]. CNs described having to be adaptable and manage conflicts to be very demanding. ...
... This concurs with previous findings where CNs reported they lacked the training needed to function effectively [2,3,13]. Various programs to train and prepare charge nurses for their duties have been developed, described, and introduced over the last four decades [2][3][4][6][7][8][9][10][11]. However, there is little evidence of successful outcome [3,4,12]. ...
Background
Emergency department charge nurses are expected to oversee the quality of patient care, direct work, and the allocation of resources. The charge nurse is the unit’s frontline leader, and he/she must have proper leadership training and support to carry out duties effectively. This study explores how charge nurses perceive their role in managing daily work and major incidents at the emergency department.
Methods
A qualitative study based on focus group discussions using a semi-structured interview. Participants were 12 charge nurses from four Swedish emergency departments.
Results
For data analysis, a systematic text condensation method was used. The analysis of data generated four categories: (1) Coping with chaos; (2) Need for further training; (3) Feeling of inadequacy; and (4) Lack of strategies.
Conclusions
The study concluded that the emergency department charge nurse has frontline duties that are diverse, multifaceted, require good leadership qualities, and lack detailed job description. Charge nurses confront many challenges in their daily work, often with little training or the opportunity to develop in their professional. This study provides understanding of the concerns charge nurses hold about working as frontline leaders and that departmental heads must support the education and training of their charge nurses.
... Good communication between CNL and nursing staff influences conflict resolution and leads nurses to follow the goals of care, to cooperate with other professions in integrated care, and to solve problems with leaders. Several strategies to improve effective communication are role-play, case scenario, self-reflection, and experience adjusted to nurses' culture and background (Crosby & Shields, 2010;Schwarzkopf et al., 2012). ...
... In the following section, we address the question of how much-needed innovations may emerge in healthcare settings by drawing in the emerging notion of intrapreneurial mind-sets and behaviors (Antoncic & Hisrich 2001;Hisrich 1990;Parker, 2011) from entrepreneurship's conceptual landscape. Then, we address the question of "who?" by extending and enhancing organizational work on "operating at the front lines" from entrepreneurship (Holt, Rutherford & Clohessy, 2007;Moriano, et al. 2014), leadership studies (Bass & Riggio, 2006;Denis, Langley & Sergi, 2012;Gilmartin & D'Aunno, 2007;Schwarzkopf, Sherman & Kiger, 2012), and sustainability research (Bhatacharya & Pollman, 2017;Buchanan, et al., 2006;Fullan 2005) to assess the prospect of nurses playing this essential role, as the front line of sustainable healthcare. We conclude the theoretical development with three guiding propositions concerning the relationship between intrapreneurial nurses and sustainability aims. ...
Across the social sciences, there is a growing recognition that rural innovation and entrepreneurship are at the front lines of responding to increasing dynamism and complexity in social, cultural, and economic environments. Yet, a review of the disparate literatures on rural venturing reveals that this research has largely escaped the attention of management and entrepreneurship scholars. Our analysis suggests that scholarly progress has been forestalled by three interconnected research practices: gap-spotting scholarship, decontextualized theory building, and an allegiance to binary oppositions. In response to the challenges posed by these practices, this article identifies three alternative, multi-paradigmatic research tools to enhance the effectiveness of management scholars in contributing to multi-disciplinary fields of inquiry such as rural entrepreneurship: problematization, hybridization, and contextualization. Through the application of these tools, we develop new avenues to consider the complex interplay between community, space and place, novel innovation pathways, the power of traditional values and contexts, and the varied nature of modern business venturing. Our work also contributes fresh perspectives on the manner in which management scholars can offer more effective conceptual leadership in multi-disciplinary fields to theorize complex phenomena.
... Similarly, the Council on Graduate Education for Administration in Nursing acknowledges that nurse managers, nurse educators, and charge nurses who are proficient in strategic planning, policy, finance, regulatory structures, and professionalism (Murphy, Scott, & Pawlak, 2013) can guide the development and analysis of current policies and procedures. Study findings are consistent with the findings from researchers who examined role challenges and keys to effective performance among charge nurses (Patrician, Oliver, Miltner, Dawson, & Ladner, 2012;Schwarzkopf, Sherman, & Kiger, 2012). These researchers suggest that skills in unit finance and budgeting, evidence-based practice processes, quality improvement strategies, and communication would help charge nurses perform more effectively. ...
The Institute of Medicine's Future of Nursing report advocates for full nurse leader representation across multiple settings to address current challenges in our health care system. The purpose of this study was to examine nursing leadership development needs among Kansas registered nurses (RNs).
Data were collected through an online survey and analyzed using quantitative and qualitative methods.
Nearly 1,000 Kansas RNs participated. Most reported holding one or more leadership positions. Prevalent leadership goals were health care organization volunteer administrative roles. The most frequently identified barrier to developing leadership roles was time constraints. Many wanted to develop skills to serve on a board, 20% were interested in personal leadership development, and 19% in policy development.
Based on the findings, the Kansas Action Coalition leadership team is developing programs to address the leadership needs of Kansas RNs. By building capacity in advanced leadership roles, RNs will be better prepared serve as full partners and lead efforts to promote the health of Kansans.
Copyright © 2015 Elsevier Inc. All rights reserved.
... The literature exposes several themes depicting issues important to and for nurses in European, North American and Australian contexts. The more prominent themes are 'organizational environment' encompassing leadership, workload, and learning opportunities (Campbell et al. 2008, Fennimore & Wolf 2011, Hinno et al. 2012, Schwarzkopf et al. 2012, Shacklock & Brunetto 2012); 'interpersonal relationships' across shifts, disciplines, and departments (Gregory et al. 2007, Utrianinen & Kyng€ as 2009, Gustafsson et al. 2010, Shacklock & Brunetto 2012); 'patient care' including both tasks and compassion (Fur aker 2008, Utrianinen & Kyng€ as 2009, Simpson 2010); 'professionalism' incorporating empowerment, autonomy (Morgan & Lynn 2009, Purdy et al. 2010, Wagner et al. 2010, Dignam et al. 2012, Shacklock & Brunetto 2012); and professional development (Campbell et al. 2008, Kelly et al. 2009, Mayes & Schott-Baer 2010, Dignam et al. 2012); 'concepts of night work' or how night shift is perceived by night nurses and others (Gregory et al. 2007, Nasrabadi et al. 2009); and 'impact of night work' on individual nurses' health and well-being (Hughes & Stone 2004, Persson & Martensson 2006, Kelly et al. 2009, Nabe-Nielsen et al. 2011, Yuan et al. 2011, Zhao et al. 2012). The work environment, regardless of the shift, is a composite of many of the above themes. ...
... Not surprisingly, the work environment becomes more challenging and less satisfying when workloads are heavy, skill mix poor, and nurses have reduced autonomy to practise (Bowles & Candela 2005, Gregory et al. 2007, Purdy et al. 2010). Favourable work environments require teamwork, collaborative relations and skilled leadership (Lucas et al. 2008, Fennimore & Wolf 2011, Schwarzkopf et al. 2012). Skilled leadership empowers nurses, improves work satisfaction (Casida & Pinto-Zipp 2008, Lucas et al. 2008, Dignam et al. 2012), and connects the individual to the organizational culture (Gregory et al. 2007). ...
To report a study that explored the experiences of night-shift nurses, focusing on employee interrelationships and work satisfaction.
Night-shift nurses are a critical component in hospital care making it essential to understand the experiences that give meaning to their work and understand how these nurses and the organization can benefit from their contribution to hospital care. A literature review revealed minimal research in this area.
Qualitative case study.
A qualitative case study using semi-structured interviews and self-completed diaries was conducted in 2010 in regional public hospitals in Australia. Participants were 14 nurses working nights half or more of their shifts in medical or surgical wards.
Thematic analysis identified four major areas of concern: work relationships, work environment, work practices and lifestyle impact. Notably, work relationships were most meaningful for nurses on the same shift; night-shift nurses experienced working conditions inferior to their daytime counterparts including a perception of minimal leadership. Despite limited education opportunities, night shift provided opportunity for professional growth for some nurses with a slippage in skills for others; night shift provided flexibility for family and social activities, yet impeded these same activities, primarily due to pervasive fatigue. Night-shift nurses considered their role critical, yet believed that they were poorly regarded.
The strong interpersonal relationships developed between night-shift workers need to be capitalized on whilst developing a more effective leadership model, improved work environment, more equitable professional development, and genuine recognition of the critical role of night nurses.
... Despite the implied significance and common acceptance of this role, charge nurses have been both understudied and underprepared. 7,8 Charge nurses often perform without a job description or formalized competencies. Little is known about the type of preparation they require, the scope of the role, the kinds of ongoing support they need or receive, and their impact on staff retention, patient safety, and clinical outcomes. ...
This study describes the experience of being a charge nurse in acute-care practice. The charge nurse role has become instrumental in achieving safe and effective outcomes. The role remains poorly defined with little focus on charge nurse development. This qualitative study used a descriptive exploratory method. Semistructured interviews were conducted with 20 charge nurses from 4 acute-care facilities. Eight themes emerged to describe the experience of being a charge nurse in acute-care practice. Findings can be used by nursing executives to emphasize the importance of this role to the organization and support leadership development at the charge nurse level.
... In a large national study, 14 approximately 50% of nurses reporting titles suggesting leadership positions from across the United States reported having less than a bachelor's degree as their highest educational credential. In a smaller study focused on charge nurses in acute care settings across 10 hospitals in South Florida, 15,16 more than half of the sample (55%) listed an associate degree or diploma in nursing as their highest level of education. ...
The novice charge nurse role transition is not well understood. This article reports on a qualitative descriptive study of the novice charge nurse role transition. Rubin and Rubin's responsive interviewing was used. Fourteen novice charge nurses participated in Zoom interviews. Thematic analysis revealed three phases: taxiing to the runway, takeoff, and reaching cruising altitude, each with distinct themes. Nursing professional development practitioners can use these findings to better understand and support new charge nurses through this transition.
Aims:
To evaluate the effectiveness of an online learning, certificate program for frontline nurse leaders' sense of empowerment.
Background:
Frontline leaders play a crucial role in healthcare. Current training is often inadequate. The Institute of Medicine (IOM) report on The Future of Nursing: Leading Change, Advancing Health (2010) recommends nurses at all levels receive training for their role.
Methods:
A pre-post study design was used; instruments included Conditions for Work Effectiveness Questionnaire (CWEQ-I), Psychological Empowerment Scale (PES), intent to stay, and self-reported knowledge and effectiveness of intervention questions. This study evaluated the effects of online learning for 29 acute-care frontline leaders in the USA and Australia.
Results:
Structural empowerment significantly improved, pre-assessment (M = 18.50, SD = 1.6940) to post-assessment (M = 19.47, SD = 1.6940). There was no significant difference in intent to stay or overall psychological empowerment. Participants agreed (24/29, 83%) the intervention contributed to their 'sense of empowerment in their role' and 'ability to create an empowering work environment'.
Conclusions:
Online learning was effective and could be integrated into orientation and/or continuing education plans to develop empowering work environments.
Implications for nursing management:
Online learning may be a means of educating and empowering frontline leaders for their role.
