The Experts below are selected from a list of 13554 Experts worldwide ranked by ideXlab platform
Nora E. Warshawsky - One of the best experts on this subject based on the ideXlab platform.
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organizational support for Nurse Manager role transition and onboarding strategies for success
Journal of Nursing Administration, 2020Co-Authors: Nora E. Warshawsky, Laura Caramanica, Emily CrameAbstract:Objective The aim of this study was to provide guidance on supportive Nurse Manager role transition practices. Background The Nurse Manager role is increasingly more complex and the workforce is increasingly less experienced. Wide variation in Nurse Manager role transition exists among organizations. Nurse Managers are commonly hired without requisite knowledge and are expected to learn through experience. Methods A mixed-methods approach was used to identify current and ideal organizational practices supporting the role transition of novice Nurse Managers. Results Effective role transition of new Nurse Managers begins with human resource policies that encourage graduate preparation for Nurse Managers. A supportive transition program includes didactic education for knowledge development and coaching of novice Nurse Managers in the application of new knowledge to clinical practice experiences. Rigorous program evaluation is recommended for sustainability. Conclusion Nurse Managers are the linchpins of organizations. Organizational leaders need to support their role transition for the success of the organization.
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A Complexity-Informed Model to Guide Nurse Manager Practice.
Nursing administration quarterly, 2020Co-Authors: Nora E. WarshawskyAbstract:Nurse Manager practice is a broad concept that reflects the defined role responsibilities and the manner in which Nurse Managers perform their role. The outcome of Nurse Manager practice is commonly known as their job performance. The job performance of Nurse Managers reflects their effectiveness and is assessed by organizational, staff, and patient outcomes. There is strong evidence that Nurse Managers with relational leadership styles are the key drivers of positive practice environments and job satisfaction among Nurses. Concluding that the solution to positive environments and satisfied Nurses rests solely on the leadership style of the Nurse Manager seems logical; however, it ignores the role of the larger organizational context. This article applies a complexity lens to understand Nurse Manager practice and other organizational factors influencing job performance. The evidence developed thus far yielded the identification of dimensions of the organizational context that support Nurse Manager practice and Nurse Manager job performance. Additional research is needed to identify the essential ingredients to support Nurse Manager practice. Organizational success depends on developing synergy among the administrative, adaptive, and enabling leadership functions of organizations.
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describing Nurse Manager role preparation and competency findings from a national study
Journal of Nursing Administration, 2019Co-Authors: Nora E. Warshawsky, Emily CramerAbstract:OBJECTIVEThe aim of this study was to describe the role preparation and competency development of Nurse Managers.BACKGROUNDApproximately 70 000 Nurses are retiring annually. This represents a significant loss of nursing leadership wisdom. Few systematic studies of Nurse Manager role preparation and
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exploring the acquisition of Nurse Manager competence
Nurse Leader, 2014Co-Authors: Cynthia Baxter, Nora E. WarshawskyAbstract:In the increasingly complex environment of healthcare, theNurse Manager provides vital leadership for healthy workenvironments, positive patient outcomes, and achievement oforganizational goals. However, the development of skillscritical for success is often overlooked, and new Nurse man-agers struggle during their role transition from a clinicalprovider to nursing leadership. The Nurse ManagerLeadership Partnership Learning Domain Framework
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Nurse Manager job satisfaction and intent to leave.
Nursing economic$, 2014Co-Authors: Nora E. Warshawsky, Donna Sullivan HavensAbstract:An electronic survey was used to collect data from 291 Nurse Managers working in U.S. hospitals. Seventy percent were satisfied or very satisfied with their jobs and 68% were either likely or very likely to recommend nursing management as a career choice. Seventy-two percent of these Nurse Managers were also planning to leave their positions in the next 5 years. The four most common reasons reported for intent to leave included burnout, career change, retirement, and promotion. Burnout was the most common reason cited by the entire sample but the fourth most common reason for leaving cited by those Nurse Managers who were planning to leave and also satisfied or very satisfied with their positions. Recommendations for nursing leaders include evaluating the workload of Nurse Managers, providing career counseling, and developing succession plans.
Gail A Wolf - One of the best experts on this subject based on the ideXlab platform.
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Beyond Magnet® Designation: Perspectives From Nurse Managers on Factors of Sustainability and High-Performance Programming.
Journal of Nursing Administration, 2016Co-Authors: Margaret Hayden, Gail A Wolf, Judith F Zedreck-gonzalezAbstract:OBJECTIVE:The aim of this study was to identify patterns of high-performing behaviors and Nurse Manager perceptions of the factors of Magnet® sustainability at a multidesignated Magnet organization.BACKGROUND:The Magnet program recognizes exemplary professional nursing practice and is challenging to
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Nurse Manager leadership development leveraging the evidence and system level support
Journal of Nursing Administration, 2011Co-Authors: Laura Fennimore, Gail A WolfAbstract:The complexities of healthcare demand new leadership approaches to achieve organizational goals while developing and sustaining healthy work environments. The Nurse Manager is the defining role, crucial to achievement of workplace outcomes. Preparing Nurses for this dynamic, complex role is often de
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Nurse Manager leadership development leveraging the evidence and system level support
Journal of Nursing Administration, 2011Co-Authors: Laura Fennimore, Gail A WolfAbstract:The complexities of healthcare demand new leadership approaches to achieve organizational goals while developing and sustaining healthy work environments. The Nurse Manager is the defining role, crucial to achievement of workplace outcomes. Preparing Nurses for this dynamic, complex role is often dependent on didactic education or on-the-job training that falls short of true leadership development. The authors describe an innovative approach to the development of successful nursing leaders across an integrated healthcare system.
Maria R. Shirey - One of the best experts on this subject based on the ideXlab platform.
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Nurse Manager succession planning a cost benefit analysis
Journal of Nursing Management, 2018Co-Authors: Tracy Phillips, Stephanie Tooley, Jennifer Evans, Maria R. ShireyAbstract:Aim This commentary presents a cost-benefit analysis to advocate for the use of succession planning to mitigate the problems ensuing from Nurse Manager turnover. Background An estimated 75% of Nurse Managers will leave the workforce by 2020. Many benefits are associated with proactively identifying and developing internal candidates. Fewer than 7% of health care organisations have implemented formal leadership succession planning programmes. Evaluation A cost-benefit analysis of a formal succession-planning programme from one hospital illustrates the benefits of the programme in their organisation and can be replicated easily. Key issues Assumptions of nursing Manager succession planning cost-benefit analysis are identified and discussed. The succession planning exemplar demonstrates the integration of cost-benefit analysis principles. Conclusion Comparing the costs of a formal Nurse Manager succession planning strategy with the status quo results in a positive cost-benefit ratio. Implications for nursing management The implementation of a formal Nurse Manager succession planning programme effectively reduces replacement costs and time to transition into the new role. This programme provides an internal pipeline of future leaders who will be more successful than external candidates. Using an actual cost-benefit analysis equips Nurse Managers with valuable evidence depicting succession planning as a viable business strategy.
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a Nurse Manager succession planning model with associated empirical outcomes
Journal of Nursing Administration, 2014Co-Authors: Jennifer L Titzer, Maria R. Shirey, Sheila HauckAbstract:OBJECTIVE:Perceptions of leadership and management competency after a formal Nurse Manager succession planning program were evaluated.BACKGROUND:A lack of strategic workforce planning and development of a leadership pipeline contributes to a predicted Nurse Manager shortage. To meet the anticipated
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Nurse Manager succession planning: synthesis of the evidence
Journal of nursing management, 2013Co-Authors: Jennifer L Titzer, Tracy Phillips, Stephanie Tooley, Norma Hall, Maria R. ShireyAbstract:Aim The literature supporting Nurse Manager succession planning is reviewed and synthesised to discover best practice for identifying and developing future Nurse Managers. Background Healthcare succession planning practices are lacking. Nurse Managers are historically selected based on clinical skills and lack formal leadership preparation. Evaluation A systematic literature search appraises and summarises the current literature supporting Nurse Manager succession planning. Multiple reviewers were used to increase the reliability and validity of article selection and analysis. Key issues New Nurse Managers require months to adapt to their positions. Deliberate Nurse Manager succession planning should be integrated in the organisation's strategic plan and provide a proactive method for identifying and developing potential leaders. Conclusion Organisations that identify and develop internal human capital can improve role transition, reduce Nurse Manager turnover rates and decrease replacement costs. Despite the clear benefits of succession planning, studies show that resource allocation for proactive, deliberate development of current and future Nurse leaders is lacking. Additionally, systematic evaluation of succession planning is limited. Implications for nursing management Deliberate succession planning efforts and appropriate resource allocation require strategic planning and evaluation methods. Detailed evaluation methods demonstrating a positive return on investment utilising a cost–benefit analysis and empirical outcomes are necessary.
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Nurse Manager succession planning a concept analysis
Nursing Forum, 2013Co-Authors: Jennifer L Titzer, Maria R. ShireyAbstract:Purpose The current nursing leadership pipeline is inadequate and demands strategic succession planning methods. This article provides concept clarification regarding Nurse Manager succession planning. Conclusion Attributes common to succession planning include organizational commitment and resource allocation, proactive and visionary leadership approach, and a mentoring and coaching environment. Strategic planning, current and future leadership analysis, high-potential identification, and leadership development are succession planning antecedents. Consequences of succession planning are improved leadership and organizational culture continuity, and increased leadership bench strength. Practice implications Health care has failed to strategically plan for future leadership. Developing a strong nursing leadership pipeline requires deliberate and strategic succession planning.
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Nurse Manager engagement: what it means to Nurse Managers and staff Nurses.
Nursing administration quarterly, 2013Co-Authors: Linda R. Gray, Maria R. ShireyAbstract:OBJECTIVE To describe what Nurse Manager engagement means to Nurse Managers and staff Nurses by incorporating an organizational dashboard to document engagement outcomes. BACKGROUND Retaining engaged Nurse Managers is crucial for individual performance and organizational outcomes. However, Nurse Manager engagement is currently underreported in the literature. METHODS Existing data from the 2010 Employee Opinion Survey at the Baylor University Medical Center in Dallas, Texas, were used to measure staff engagement among 28 Nurse Managers and 1497 staff Nurses. RESULTS The data showed a 21% gap between Manager and staff Nurse engagement levels, with Managers showing higher engagement levels than staff. No clear depiction of Nurse Manager engagement emerged. Consequently, an expanded definition of Nurse Manager engagement was developed alongside a beginning dashboard of engagement outcomes. CONCLUSIONS The findings have implications for overcoming barriers that affect staff Nurse engagement, improving outcomes, and creating definitions of Nurse Manager engagement.
Patricia R Ebright - One of the best experts on this subject based on the ideXlab platform.
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Nurse Manager behaviors that rns perceive to affect their job satisfaction
Nursing Forum, 2015Co-Authors: Rebecca A Feather, Patricia R Ebright, Tamilyn BakasAbstract:Purpose Nurse Manager behaviors and job satisfaction are commonly addressed in the literature; however, registered Nurse (RN) perceptions of Nurse Manager behaviors provide a unique perspective that may inform future strategies designed to enhance RN job satisfaction. In this paper, the perceptions of RNs were explored through focus groups to learn the behaviors of Nurse Managers that most influence RNs' job satisfaction. Methods Five focus groups were conducted through semi-structured interviews of a total of 28 RNs to provide data that were coded through qualitative content analysis for themes. Findings The findings provide Nurse Managers with data related to the perceptions of RNs and the behaviors of Managers that influence job satisfaction. The findings identified two conceptual categories of RN perceptions of Nurse Manager behaviors: Manager behaviors supportive of RNs (communication, respect, and feeling cared for) plus the RNs' perceived disconnect of work issues from the Manager's role. Conclusion Findings support past research in relation to the perceptions of RNs wanting to be respected, included in communication, and the need to feel cared for by Nurse Managers to have higher levels of job satisfaction.
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How Staff RNs Perceive Nurse Manager Roles
2013Co-Authors: Rebecca A Feather, Patricia R EbrightAbstract:Purpose: Nurse Managers’ behaviors and job satisfaction are commonly addressed in the literature; however, registered Nurse perceptions of Nurse Manager behaviors provide a unique perspective that may inform future strategies designed to enhance RN job satisfaction. The purpose of this study was to assess the perceptions of registered Nurses that were explored through focus groups to learn the behaviors of Nurse Managers that most influence registered Nurse’s job satisfaction. Methods: Five focus groups were conducted through semi-structured interviews of a total of 28 RNs to provide data that were coded through qualitative content analysis for themes. Findings: The findings provide Nurse Managers with data related to the perceptions of RNs and the behaviors of Managers that influence job satisfaction. In relation to the focus group’s discussions, a disconnection was identified between the perceptions of the RNs regarding their actual work issues and the Nurse Manager’s role on the hospital unit. There were five themes that emerged in the category of RNs perceived disconnect between work issues and the Manager’s role. The daily role, Manager meeting time, visibility of Nurse Managers, no longer a Nurse, and RN preferences for the Nurse Manager role. Conclusion: Findings support past research in relation to the perceptions of RNs wanting to be respected, included in communication, and the need to feel cared for by Nurse Managers to have higher levels of job satisfaction. This study provided findings important to staff Nurses, Nurse Managers and administration. There is a need for administrator support for Nurse Manager’s ability to spend more time on the unit with RNs to attend to direct care provider relationships and team building through communication with staff is a recommended approach for decreasing the disconnect between RNs and Nurse Managers.
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understanding Nurse Manager stress and work complexity factors that make a difference
Journal of Nursing Administration, 2010Co-Authors: Maria R. Shirey, Patricia R Ebright, Anna M Mcdaniel, Mary L Fisher, Bradley N DoebbelingAbstract:Objective:This study provided insight into Nurse Manager stress and coping experiences.Background:Overwork and stress have been implicated in today's nursing shortage. Although Nurse Managers play a pivotal role in creating work environments that retain staff Nurses, little is known about Nurse mana
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Sleepless in America: Nurse Managers cope with stress and complexity.
The Journal of nursing administration, 2008Co-Authors: Maria R. Shirey, Patricia R Ebright, Anna M McdanielAbstract:Although Nurse Managers play a pivotal role in creating work environments for staff Nurses, performance expectations for Nurse Managers practicing in acute care hospitals may be unrealistic. The authors discuss Nurse Manager interview data showing that these expectations are increasing Nurse Manager perceptions of stress, making coping more difficult, and potentially harming Nurse Manager and work environment well-being.
Miriam Greenspan - One of the best experts on this subject based on the ideXlab platform.
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the role of practical wisdom in Nurse Manager practice why experience matters
Journal of Nursing Management, 2013Co-Authors: Eloise Balasco Cathcart, Miriam GreenspanAbstract:AIM To illustrate through the interpretation of one representative Nurse Manager's narrative how the methodology of practice articulation gives language to the ways practical wisdom develops in leadership practice and facilitates learning. BACKGROUND Patricia Benner's corpus of research has demonstrated that reflection on clinical narratives comes closer than other pedagogical methods to replicating and enhancing the experiential learning required for the development of practical wisdom. METHOD Using Benner's methodology of practice articulation, 91 Nurse Managers wrote and read to a peer group a narrative of their lived experience in the role. The groups interpreted the narratives to extract the skilled knowledge and ethics embedded in the practice of the Nurse Manager authors. One narrative was chosen for this paper because it is a particularly clear exemplar of how practical wisdom develops in Nurse Manager practice. RESULTS Articulating and reflecting on experiential learning led to an understanding of how practical wisdom developed in one Nurse Manager's practice. CONCLUSION Interpretation of the narrative of one Nurse Manager illustrated how reflection on a complex ethical dilemma was a source of character development for the individual and the peer group. IMPLICATIONS FOR NURSING MANAGEMENT Describing and interpreting how practical wisdom develops for individual Nurse Managers can be a source of learning for the narrative author and other role incumbents who need to make sound decisions and take prudent action in ethically challenging situations.
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a new window into Nurse Manager development teaching for the practice
Journal of Nursing Administration, 2012Co-Authors: Eloise Balasco Cathcart, Miriam GreenspanAbstract:An important domain that emerged from the interpretation of 91 Nurse Manager (NM) narratives was achieving the right relationship between a NM and a recalcitrant staff member. This article depicts the qualitative distinctions in 2 stages of NM practice to show the importance of reflection on experiential learning in the development of expertise. This work confirms that NM development is more complex than teaching a curriculum of business and management theory and should include teaching for mastery of the skilled know-how of clinical leadership practice and formation of the person as Manager.
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the making of a Nurse Manager the role of experiential learning in leadership development
Journal of Nursing Management, 2010Co-Authors: Eloise Balasco Cathcart, Miriam Greenspan, Matthew QuinAbstract:cathcart e. b., greenspan m. & quin m. (2010) Journal of Nursing Management18, 440–447 The making of a Nurse Manager: the role of experiential learning in leadership development Aim To articulate the experientially acquired knowledge, skill and ethics embedded in Nurse Manager practice and describe the ways in which they were developed. Background The role of the Nurse Manager is usually described in lists of competencies, talents and traits which fail to capture the experience-based judgment and practical knowledge in this pivotal organizational role. Method Using Benner’s methodology of practice articulation, 32 Nurse Managers wrote and interpreted first person narratives of their practice. The experience level of the group ranged from new Nurse Managers to those with more than 10 years’ role tenure. The seminars were facilitated by a seasoned Nurse executive and Nurse Manager with expertise in narrative interpretation. Results Interpretation of the paradigm case of one Nurse Manager suggests that complex leadership challenges can be a source of significant experiential learning for the individual and for the group. Conclusions Articulating and reflecting on experiential learning elucidates the skilled knowledge and judgment embedded in Nurse Manager practice which cannot be accessed in any other way. Implications for nursing management Articulating the practical knowledge which is necessary for effective Nurse Manager practice can hasten the development of role incumbents.
