Journal of Nursing Management最新文献

Background. Registered Practical Nurses (RPNs) are considered a critical component of high functioning nursing and interprofessional care teams. Therefore, it is important to ensure that RPNs feel valued within their roles within acute care settings. High acute care demands in tandem with unsupported workplace environments can lead to increased levels of job dissatisfaction, burnout, and ultimately impact retention. Identifying and examining the barriers and facilitators that enable RPNs to be optimally equipped within acute care are critical towards ensuring success in their role. In this study, we explore the experiences of RPNs and perspectives of nurse leaders on RPN integration into an acute care setting. Methods. A mixed method study among RPNs (n = 10) and nurse leaders (n = 10) was conducted. This included administration of the Assessment for Collaborative Environments (ACE-15) tool to measure interprofessional integration, collaboration, and teamwork. Semi-structured interviews were also held with all participants to explore both the lived experiences of RPNs in the acute care environment and the perspectives of nurse leaders who had supported the onboarding and integration of RPNs. Results. Our inductive content analysis identified 5 themes: preintegration process, nursing team dynamics, RPN role clarity, challenges to RPN integration, and benefits to RPN integration. ACE-15 data showed no significant differences in the level of teamness and internal disagreement between RPNs and nurse leaders (t (17) = 0.37 and p = 4.60). RPNs reporting a higher level of teamness described a more positive integration experience than those who reported a lower level of teamness. Conclusion. The integration of a new role to existing teams brings both benefits and challenges which are experienced uniquely by RPNs and nurse leaders. Nurse leaders can utilize findings of this study to better prepare their staff and units for the integration of new roles into their models of care.

Background. Emotional responses and the ability to regulate emotions among nurses, especially first-line nurse managers, can influence various workplace dynamics. However, there is a knowledge gap regarding emotional intelligence, job satisfaction, and organizational commitment among nurses in Qatar, particularly first-line nurse managers. Objectives. The primary aim of this study is to determine if there is a significant relationship between emotional intelligence, job satisfaction, and organizational commitment among first-line nurse managers (FLNMs) in Qatar. Design. This is a descriptive cross-sectional correlational study. Settings. The research took place at Hamad Medical Corporation in Qatar. Participants. A total of 203 first-line nurse managers participated in the study. Methods. Participants were recruited using a convenience sample method. Data were collected using the Genos Emotional Intelligence Inventory—Concise, the three-component model Employee Commitment Survey, and the short-form Minnesota Satisfaction Questionnaire (MSQ). Results. The findings showed that participants had average levels of emotional intelligence, job satisfaction, and organizational commitment. Notably, a significant, moderately positive relationship was observed between emotional intelligence and organizational commitment, as well as between job satisfaction and organizational commitment. A weak positive relationship was identified between emotional intelligence and job satisfaction. Differences in emotional intelligence were observed based on variables such as gender, age, and unit specialty. Organizational commitment varied based on the current position and hospital type, while job satisfaction differed based on the current position and education level. Conclusions. The findings suggest that enhancing the emotional intelligence of first-line nurse managers can potentially improve organizational commitment, job satisfaction, and, subsequently, healthcare outcomes. There is a need for further research to delve deeper into these factors and devise strategies aiming to boost the emotional intelligence and job satisfaction of first-line nurse managers. Implications for Nursing Management. The study provides empirical data from Qatar’s healthcare system, shedding light on FLNMs’ emotional intelligence, job satisfaction, and organizational commitment.

Aims. To test whether emotional intelligence plays a mediating role in the process by which moral sensitivity affects nurses’ ability to communicate with angry patients. Background. Hospital workplace violence is a global problem that disrupts the normal work order of healthcare, undermines trust between nurses and patients, and threatens the physical and mental health of nurses. Improving nurses’ ability to communicate with angry patients to identify and diffuse patients’ anger is critical to reducing the nurse-patient conflict and avoiding violence in the hospital workplace. Methods. The data were collected in China. A sample of 212 nurses completed measures of moral sensitivity, emotional intelligence, and the ability to communicate with angry patients. Structural equation modeling was used to test the study’ hypothesis. Results. Our results suggest that nurses’ emotional intelligence mediates the relationship between nurses’ moral sensitivity and nurses’ ability to communicate with angry patients, with a positive correlation between nurses’ moral sensitivity, emotional intelligence, and ability to communicate with angry patients. Conclusions. The findings showed that nurses’ moral sensitivity indirectly influenced nurses’ ability to communicate with angry patients by directly influencing emotional intelligence. This study provides a theoretical and methodological approach to mitigate nurse-patient conflict and reduce violence in the hospital workplace through a moral perspective. Implications for Nursing Management. Nursing managers should pay attention to the moral sensitivity and emotional intelligence of nurses and promote their moral development and emotional intelligence by strengthening moral education in hospitals, utilizing emotional intelligence training courses and narrative nursing, ultimately promoting nurses’ ability to communicate with angry patients, further contributing to the reduction of nurse-patient conflict, avoiding violence in the hospital workplace, building a safer hospital environment, promoting the overall development of nurses, and contributing to the development of global health and wellness.

Aim. This study was conducted to determine the association between knowledge management and social value among nurses working in hospitals of Tehran University of Medical Sciences. Background. Knowledge management plays a significant role in healthcare systems. Healthcare providers require knowledge in every aspect of their work, and they must be able to rely on a knowledge management system to access the newest research and practice to ensure the highest quality of care. One of the evident goals of knowledge management is creating value in organizations. Creating value does not necessarily mean creating economic value, but creating social value is a category proposed as a prerequisite for knowledge management. Methods. This research is a descriptive-analytical study conducted in Tehran in 2021 on two groups of nurses (N = 228) selected through a stratified random method. The data collection tools were Choi knowledge management questionnaire and a researcher-made questionnaire on social value validated in Iranian society. Results. There was a positive and significant correlation between the variables of knowledge management and social value in Bachelor of Science (BSc) nurses (P value ≤0.01, r = 0.43), and no significant correlation was observed in Master of Science (MSc) nurses (P value >0.05, r = 0.14). Conclusions. In the BSc nurses’ group, a direct and significant association was found between knowledge management and social value of BSc nurses so that by increasing the score of knowledge management in the nursing community, individuals feel more self-worth, resulting in achieving a favorable level of customer satisfaction. Implication for Nursing Management. It is suggested that an accurate program should be designed for all academic levels of nurses in hospitals, the principal elements of creating knowledge and learning and its provision should be assessed, and the necessary measures should be taken.

Background. Sleep is a crucial factor affecting an individual’s physical and mental health. Psychiatric nurses work under high stress and load, and it is necessary to understand the sleep quality of psychiatric nurses and the influencing factors. However, individual-centred studies of psychiatric nurses’ sleep are limited. Aims. To explore the heterogeneity in sleep quality among psychiatric nurses, to identify the factors influencing different subtypes, and to provide targeted strategies and measures to improve their sleep quality. Methods. From August to October 2022, 298 psychiatric nurses working in a mental health centre in Liaoning Province were selected as the participants. The study involved administering the following two questionnaires: the general information questionnaire and the Pittsburgh Sleep Quality Index (PSQI). Data analyses included latent profile analysis, Kruskal–Wallis H test, and multiple logistic regression. Results. The prevalence of poor sleep quality (PSQI >5) among psychiatric nurses was 54.7%. The sleep quality of psychiatric nurses could be classified into the following three distinct profiles: good sleep quality, moderate sleep quality, and poor sleep quality. Nurses who were over 40 years of age, unmarried/divorced/separated/widowed, worked more than 40 hours per week, experienced significant life events in the past year, had poor nurse-patient relationships, and had chronic diseases were more likely to have poorer sleep quality. Conclusions. There was significant heterogeneity in sleep quality among psychiatric nurses. Age, marital status, work schedule, total weekly working hours, night shifts, special life events, nurse-patient relationships, and chronic diseases were associated with their sleep quality. Implications. The heterogeneity and influencing factors of sleep quality in psychiatric nurses provided evidence for individualized interventions in the future. This trial is registered with ChiCTR2200062347.

Aim. Identify the characteristics of leadership competency for the nurse manager and describe the most cited leadership styles in the literature. Background. Leadership is a fundamental competency for nurse managers, as it plays an important role in the healthcare environment to achieve Sustainable Development Goals and promote people-centered organizations. Therefore, understanding the characteristics of leadership and the leadership style to be employed is important. Methods. A scoping review was conducted from January 2009 to January 2024 using the design of González Garcia et al., the Arksey and O’Malley framework, and databases including Web of Science, Scopus, and PubMed. Articles reporting on the characteristics of leadership for nurse managers were reviewed. The authors performed the review based on a search syntax, inclusion and exclusion criteria, and the data extraction process. Results. Sixty-two studies were included in the final review. The review identified 38 characteristics related to leadership competency, among which we highlighted caring for nurses as individuals, being a visionary, knowledgeable, a change agent, and a communicator. This review highlights the prevalence of transformational leadership, which constitutes 69.57% of the leadership styles cited, and underscores its pivotal role in improving the work environment, effectiveness in nursing care, conflict management, team commitment, and adaptability to change within healthcare settings. Conclusions. The most commonly cited characteristics of leadership include caring for the team, effective communication, and a vision for change. Transformational, people-centered, and motivational leadership is the most appropriate style. Implications for Nursing Management. The characterization of leadership competency will allow the development of training adapted to the current requirements for nursing leaders. This training could be developed in simulation and virtual reality environments. It also allows for a deeper understanding of how leadership competency affects teams and their functioning.

Aim. The purpose of our review was to assess the role of nurses’ workplace social capital in meeting the Sustainable Development Goals (SDGs) of the United Nations (UN). Background. In 2015, the 2030 Agenda for Sustainable Development with 17 universal goals was adopted by members of the UN. Although nurses have been acknowledged as important contributors to sustainable development, they still have difficulties in connecting their work to the SDGs. Nurses’ workplace social capital is an important concept in nursing management due to its constructive consequences. However, the potential association between nurses’ workplace social capital and the SDGs has not been evaluated. Evaluation. We conducted an integrative review, following the methodology of Whittemore and Knafl. Seven databases, Medline, CINAHL, Web of Science, Cochrane Library, Embase, PsycINFO, and Scopus with no restriction on publication year, were searched in May 2023 to identify statistically significant empirical evidence. Only peer-reviewed research papers published in English language journals were considered. We applied the Mixed Methods Appraisal Tool to evaluate the quality of the selected articles. We categorized outcomes of nurses’ workplace social capital into themes and connected them to the SDGs through repeated comparisons and discussions. Key Issues. Twenty-nine of 2,188 retrieved articles were included in the final data analysis. Twenty-three outcomes of nurses’ workplace social capital were identified, and three themes were abstracted. Nurses’ workplace social capital is positively associated with SDG 3 (good health and well-being), SDG 8 (decent work and economic growth), and SDG 17 (partnerships for the goals). Conclusion. Findings of our integrative review shed light on the importance of nurses’ workplace social capital and the role of nurses in achieving the global movement for sustainable development. Implication for Nursing Management. Investment in nursing workforce and nurses’ workplace social capital can further strengthen the position of nurses to support and deliver the SDGs.

Aim. This study aims to investigate the level of organizational learning within urban Chinese Community Health Centres and reveal its potential association with primary care nurses’ work performance and well-being. Background. Globally, there is a push to establish learning healthcare systems for complex health reform challenges. Existing studies on organizational learning mainly focus on North American and European hospital settings, offering limited insights into primary care environments, particularly in developing countries. Design. Cross-sectional study. Methods. We recruited 175 nurses from 38 community health centres in four Chinese cities (Shanghai, Shenzhen, Tianjin, and Jinan) using convenience sampling. Trained research assistants conducted face-to-face surveys, measuring organizational learning with the Learning Orientation Scale. Nurse-level outcomes included self-directed learning, quality of care, organizational commitment, and work stress. Data analysis employed multilevel linear modelling. Results. The 38 community health centres displayed a relatively high level of organizational learning, and there was a positive and significant association between organizational learning within community health centres and nurses’ self-directed learning as well as the quality of care. However, there was no significant association between organizational learning and nurses’ organizational commitment or work stress. Conclusion. This study demonstrates a high-level organizational learning capacity in urban community health centres in China. It provides a new perspective on the potential relationship between CHCs’ organizational learning and primary care nurses’ well-being and work performance. Further research is needed to clarify unexpected findings and identify factors promoting organizational learning in primary care settings. Implications for Nursing Management. In China’s evolving primary care system, nurses play a vital role amidst physician shortages. Policy should prioritize internal management reform alongside structural changes. This study highlights the importance of fostering organizational learning in primary care settings. Strategic interventions should promote a learning culture in CHCs, which may enhance nurses’ self-directed learning and improve the quality of care.

Background. Current research has mainly concentrated on the psychological facets of authentic leadership and the sense of psychological security it cultivates. Aim. This research assessed the perceived academic team leaders’ authentic leadership and team members’ psychological safety. Methods. Using a quantitative cross-sectional study, the study was conducted in 2022 using an online survey. A convenience snowball sample of 105 nursing faculty members was recruited from various Jordanian universities. Results. The nursing faculty highly praised their leaders’ authentic leadership on a 5-point scale. Yet, they felt a lack of psychological safety for themselves. While the academic nursing team leaders were commended for their readiness to hear others’ suggestions before making choices, they should work on resisting group influence. These leaders must convey their feelings openly and truthfully. Concerning their own psychological safety, the nursing faculty felt their distinctive abilities and talents were recognized and utilized when collaborating with team members, which was the most highly rated feature. Conversely, the least-rated aspects were holding mistakes against faculty members and having trouble requesting assistance from others. The nursing faculty’s sense of security and comfort significantly impacts their psychological wellbeing. Interestingly, their level of psychological safety is found to have a significant but negative correlation with their marital status, providing a rich and new insight into psychological safety; married females with children are prone to more work burnout, which might lower their psychological safety. On the other hand, a positive and moderate correlation is observed between psychological safety and the size of the team they work with. Surprisingly, the team size is the only factor that predicts the psychological safety of nursing faculty members; this occurs by enhancing the team’s creativity and learning behaviors. However, the model itself is not very effective and only accounts for a small portion (6.30%) of the variation in their psychological safety scores, suggesting other unmeasured factors likely play a more significant role in nursing faculty members’ psychological safety, such as personality traits, stressors, and job satisfaction. Conclusion. The authentic leadership displayed by nursing team leaders does not directly impact the psychological safety of nursing faculty members. The study addresses a critical and contemporary issue within the nursing academic field, providing useful preliminary insights. However, its methodological limitations, including sample selection and the weak explanatory power of its model, suggest that further research is needed. The results highlight the urgent need for immediate interventions to improve the chaotic academic environment they are currently facing, such as enhancing workplace friendship and authentic comm