Leadership Styles of Nursing Home Administrators and Their Association With Staff Turnover
Department of Sociology and Anthropology, Kean University, Union, NJ 07083-0411, USA. The Gerontologist
(Impact Factor: 3.21).
05/2009; 49(2):166-74. DOI: 10.1093/geront/gnp021
The purpose of this study was to examine the associations between nursing home administrator (NHA) leadership style and staff turnover.
We analyzed primary data from a survey of 2,900 NHAs conducted in 2005. The Online Survey Certification and Reporting database and the Area Resource File were utilized to extract organizational and local economic characteristics of the facilities. A general linear model (GLM) was used to estimate the effects of NHA leadership style, organizational characteristics, and local economic characteristics on nursing home staff turnover for registered nurses (RNs), licensed practical nurses (LPNs), and nurse's aides (NAs).
The complete model estimates indicate that NHAs who are consensus managers (leaders who solicit, and act upon, the most input from their staff) are associated with the lowest turnover levels, 7% for RNs, 3% for LPNs, and 44% for NAs. Shareholder managers (leaders who neither solicit input when making a decision nor provide their staffs with relevant information for making decisions on their own) are associated with the highest turnover levels, 32% for RNs, 56% for LPNs, and 168% for NAs.
The findings indicate that NHA leadership style is associated with staff turnover, even when the effects of organizational and local economic conditions are held constant. Because leadership strategies are amenable to change, the findings of this study may be used to develop policies for lowering staff turnover.
Available from: Sari tuula Rissanen
- "The most common approach to stability was to study the reasons associated with staff turnover
[45,46,48,49] and accessibility
 and manager turnover
[50-53]. For example, reward-based administrative climates
 and consensus and supportive management
[46,48] were found to be negatively associated with staff turnover. Opposite results were also reported, i.e. that there is no relationship between leadership practices and turnover intentions among staff
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Elderly care practice and its management together with policy and research play a crucial role in responding to increasing challenges in institutional care for elderly people. Successful dialogue between these is necessary. The purpose of this systematic literature review is to compare how institutional elderly care management research meets the care challenges currently emphasized in international long-term care policy documents.
This paper was based on a systematic literature review. After screening 1971 abstracts using inclusion/exclusion criteria, 58 refereed articles published between 2000 and 2010 remained for analysis. The articles were analyzed using theory-based content analysis by comparing the results to the framework based on analysis of international long-term care management policy documents.
The current challenges of long-term care management identified from policy documents were Integrated Care Management, Productivity Management, Quality Management, Workforce Management and ICT Management. The research on institutional elderly care management responded somewhat to the challenges mentioned in policy documents. However, some of the challenges were studied broadly and some were paid only minor attention. Further, only few studies focused on the core items of challenges addressed in policy documents.
Institutional care management research needs to focus more on challenges in integrated care, productivity, ICT and division of labor. Managers, researchers and policy-makers should assume more active collaborative roles in processes of research, policymaking and policy implementation. In addition managers’ and policymakers’ scientific literacy needs to be enhanced.
Available from: Garuth Chalfont
- "As indicated above, building workforce capacity and capability for example through recruitment, retention and support for care staff working on the ground was the third key theme in the interviews reported here and highlights the importance of empowered local leadership for delivering transformational change. The creation of an informed and effective workforce for people with dementia is a key objective of the National Dementia Care Strategy (DH, 2009) in a context where there is a paucity of coherent, relevant training, high staff turnover and vacancies (Donoghue and Castle, 2009). Likewise, the stigma attached to dementia is refl ected in the low status society gives to this work, which reduces morale and motivation. "
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ABSTRACT: This study examined whether the ownership type is associated with job insecurity and worry about job stability and whether the type of employment contract, positive leadership, and fair management moderated these associations. Survey data from 1249 Finnish female elderly care staff aged 18 to 69 years were used. Job insecurity and worry about job stability were highest in not-for-profit sheltered homes. However, positive leadership and fair management were able to mitigate this insecurity and worry. Job insecurity was highest among fixed-term employees in public sheltered homes or not-for-profit nursing homes. Thus, promoting good leadership and fair management would be of importance.
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