Nursing management (Harrow, London, England : 1994)最新文献

Background: Canadian nurses have a long history of promoting social justice through their work, yet patients continue to experience discrimination in Canadian healthcare services. Advancing nurses' commitment to work towards equitable, diverse and inclusive nursing care requires an understanding of their perceptions and experiences in relation to equity, diversity and inclusion (EDI).

Aim: The overall aim of the study was to enhance understanding of the perceptions and experiences of nurses in Alberta, Canada, in relation to EDI.

Method: This article reports the quantitative results. A cross-sectional quantitative design was used. An anonymous online survey was developed incorporating a sociodemographic questionnaire and the Perceived Discrimination Scale, the Workplace Prejudice/Discrimination Inventory Scale and the Perceived Ethnic Discrimination Questionnaire - Community Version. A total of 104 nurses completed the survey.

Results: Respondents who belonged to any racialised group were more likely to perceive discrimination than those who did not belong to any racialised group. Age, gender and number of years of nursing practice had no relationship with perceived discrimination, indicating that nurses from racialised groups may continue to experience discrimination throughout their careers.

Conclusion: The study provides evidence that some groups of nurses in Canada experience racism and discrimination in the workplace. This has implications for their mental health and well-being and for their career progression. Nurse leaders should consider how to ensure equitable access to career development opportunities for nurses who are underrepresented in leadership. In addition, processes should be implemented in healthcare organisations that provide support to nurses from racialised groups throughout their careers.

Research nurses are integral to early-phase clinical trials, but structured career development pathways for early-career research nurses remain limited. In May 2023, to support retention, competency growth and readiness for leadership, the National Institute for Health and Care Research Liverpool Clinical Research Facility implemented a structured development pathway from band 5 to band 6 research nurse. The pathway was evaluated using routinely collected data concerning six band 5 research nurses enrolled onto the pathway between May 2023 and December 2024. All participants completed early-phase competency requirements and reported increased confidence and enhanced motivation. They identified delays in competency feedback as barriers. Retention at 12 months was 83%, with two nurses going on to lead phase I trials under supervision and two progressing to a band 6 role. The pathway offers a structured and replicable model to support career progression, enhance retention and develop leadership capacity among research nurses.

Nurse education is evolving, with increasing emphasis on student-led initiatives and co-design. Integrating leadership development in nurse education is important for preparing future nurses to navigate complex healthcare environments. This article details a project involving six nursing students who participated in the Ambition to Success programme at Queen's University Belfast, Northern Ireland. The students took part in a series of workshops and collaborated with academics and professionals to develop a digital resource for students on diabetes mellitus. Using a co-design framework, they worked alongside experienced nurses and educators to create an engaging and evidence-based learning tool. The project supported the development of leadership skills, critical thinking and teamwork while enabling students to contribute directly to nurse education.

Flexible working is a priority highlighted by the NHS Long Term Workforce Plan. However, flexible working options can be limited when it comes to wards that operate shift patterns designed to cover a 24-hour-period, with staff expected to work a variety of shifts, including night shifts, which can be detrimental to their health and well-being. The service evaluation detailed in this article trialled the use of electronic team rostering (ETR) across two hospital departments providing 24-hour care. The evaluation surveyed 130 nurses to compare their experience of the baseline rostering system (a mixed paper and electronic system) and ETR. The survey sought to measure nurses' rostering satisfaction, the fairness of each system and the effect on nurses' work-life balance and well-being. The findings indicated that while some nurses identified system issues with the ETR, there were overall improvements in job satisfaction and perceptions of fairness, work-life balance and well-being.

Registered nursing associates have been deployed in operating departments in England since 2019, with theatre assistant practitioners (TAPs) being implemented in the early 2000s. However, there is little clarity over the roles and responsibilities of these two positions in theatres. This article details a service evaluation that was undertaken to explore the current roles and responsibilities of nursing associates and TAPs and to identify how they can be best employed to support effective care delivery. The authors collected data from surveys and interviews with a range of staff in operating departments in England, then used descriptive analysis to examine the data. The findings showed that there is significant variation in the roles and responsibilities of nursing associates and TAPs and there is a need for clear guidance to support their future deployment.

Background: Clinical nurse specialists (CNSs) work in advanced practice and aim to enhance patients' experiences through expert consultation and providing evidence-based nursing care. They also have a role in educating colleagues about new research and practice innovations.

Aim: To understand the perceptions of nurse leaders and staff nurses regarding the effect of the CNS role on quality improvement and to identify the unique features of the CNS role that can drive change within an organisation.

Method: This qualitative study used interviews with nurse leaders and staff nurses in the US to explore their perceptions of the CNS role. It was hoped that understanding these perceptions would enable nurse leaders to realise the full potential of the CNS role in developing meaningful professional relationships and shaping organisational culture.

Findings: A total of 24 participants completed the interviews. Five themes were extrapolated from the interview data: a hospital and unit with cultural rules of quality and evidence-based practice; interdependence among roles; diversity and innovation; attributes; and associative capacity.

Conclusion: The CNS role is essential, providing clinical and financial value to healthcare organisations through the professional development of novice nurses, the enhancement of practice environments and improved patient outcomes.

Background: Humble leadership has been shown to foster innovative work behaviour among nurses, yet the mechanisms underlying this effect are not well understood.

Aim: To investigate the mediating role of nurses' psychological empowerment in the relationship between humble leadership and innovative work behaviour.

Method: A descriptive correlational research design was used. A convenience sample of 306 nurses working in inpatient departments and critical care units at the National Liver Institute in Egypt were recruited. Three data collection tools were used - the Expressed Humility Scale, the Innovative Behavior Inventory and the Psychological Empowerment Scale.

Results: A majority of participants (73%) perceived that their leaders had a high level of humility, 61% of participants had a moderate level of innovative work behaviour and 68% of participants felt a high level of psychological empowerment. Humble leadership and psychological empowerment were positively correlated but there was no relationship between humble leadership and innovative work behaviour. The relationship between humble leadership and innovative work behaviour was completely mediated by psychological empowerment.

Conclusion: Cultivating a humble leadership style can help nurse leaders to psychologically empower staff, which can in turn prompt staff to be innovative at work.

Internationally educated nurses (IENs) are an essential part of the NHS workforce. However, they experience many challenges in adapting to a new healthcare system, including managing patient safety incidents. For IENs, adjusting to the UK's collaborative and safety-conscious culture often requires a fundamental cultural shift and a reconstruction of their professional identity. This article discusses the specific cultural issues and systemic barriers faced by IENs beyond what nurses typically experience when they transition to a new role. The author suggests practical strategies to improve the knowledge and confidence of IENs and enhance the safety and quality of patient care. By providing mentorship and training, promoting reflective practice, fostering a culture of learning from errors and nurturing a psychologically safe environment, nurse managers and leaders can support IENs to adapt to the patient safety culture in the UK.

Background: Self-efficacy, defined as the belief in one's ability to perform tasks, can influence the job performance of nurses, especially in highly pressured healthcare settings. Therefore, it is a key factor in developing the nursing workforce and enhancing the quality of care provided to patients.

Aim: To explore the relationship between self-efficacy and job performance among Jordanian nurses, along with related demographic and organisational predictors of self-efficacy.

Method: A descriptive cross-sectional, correlational design was employed. A convenience sample of 240 registered nurses from two governmental hospitals in Jordan completed a questionnaire comprising demographic questions and self-report tools to measure their self-efficacy and job performance. Descriptive statistics, t-tests, and regression analyses were used to analyse and interpret the data.

Results: There was a weak but statistically significant positive relationship between self-efficacy and overall job performance. Monthly income, education level, age, years of experience and received support to increase self-efficacy were identified as significant predictors of self-efficacy and job performance. No significant differences were found based on gender, hospital, department, work schedule, marital status or job title.

Conclusion: Interventions aimed at enhancing self-efficacy may be beneficial for nurses and subsequently could improve job performance. Nurse leaders are encouraged to develop policies and training programmes to support nurses' professional development and to create a supportive environment that will enhance self-efficacy in the nursing workforce.

Emotional intelligence is a crucial attribute for effective nursing leadership, particularly in fostering team collaboration in complex healthcare environments. This article explores how emotionally intelligent leadership can support the development of cohesive and high-functioning nursing teams. The author focuses on strategies based on emotional intelligence that can enhance collaborative practice. By developing their emotional intelligence, nurse leaders can create more inclusive, responsive and resilient nursing teams that contribute to improve healthcare outcomes.