Hindawi Publishing Corporation ISRN Nursing V olume , Art icle ID , pages http://dx.doi.org/.// Research Article Nurse Managers’ Perceptions Related to Their Leadership Styles, Knowledge, and Skills in These Areas—A Viewpoint: Case of Health Centre Wards in Finland Soili Vester inen, 1,2 Marjo Suhon en, 2 Arja Isola, 2 Leena Paasiv aara, 2 and Hel ena Laukkala 2 Lapland Hospital District, P .O. Box , Rovaniemi, Finland Department of Health Sciences, University of Oulu, P .O. Box , Univer sity of Oulu, Finland Correspondence should be addressed to Soili V esterinen; soili.vesterinen@lshp . Received February ; Accepted March Academic Editors: B. M. Andersen, K. Clark, and A. Kenny Copy right © Soil i V este rinen e t al. Tis is an open access artic le distr ibut ed underthe Crea tive Commo ns At tribu tion Licen se, which permits unrestricted use, distribution, and reproductio n in any medium, provided the original work is properly cited. Te purpose o this study was to explore nurse managers’ perceptions related to their leadership styles, knowledge, and their skills in these areas in health centre wards in Finland. Te data were collected rom nurse managers ( = 252) in health centre hospitals in Finland using a structured questionnaire (response rate %). Six leadership styles—visionary, coaching, affiliate, democratic, commanding, and isolating—were reected on. Almost all respondents in every age group considered our leadership styles— visionary , coaching, affiliate, and democratic—t o be very important or important. Nurse managers estimated their knowledge and skills in leadership styles to be essentially airly sufficient or sufficient. Nurse managers’ abilities to reect, understand, and, i necessary, change their leadership style inuence the work unit’s success and employees’ job satisaction. Nurse managers, especially new nurse managers, need more theoretic, evidence-based education to cope with these expectations and to develop their proessional abilities. ogether with universities, health care organizations should start planning nurse manager education programmes that ocus on strategic issues, leadership, job satisaction, challenging situations in leadership, change management, work unit management (e.g., economy , efficiency, and resources), and how the nurse managers consider their own wellbeing. 1. Introduction In many European countries, the public health care system is acing challenges, such as problems in recruiting proes- sionals [, ] and staff retention [ ]. Te situation in Finland is similar. One o the major challenges in Finland is how to secure adequa te, trained perso nnel. Te prop ortion o persons aged over in the Finnish population is estimated to rise rom percent to percent by [ ]. Shortage o staff is an imminent threat: . percent o the employees in social and health care will reach the age o by at the la test. Most o the m wil l retire at that time, oreven ea rl ier []. At the same time, percent o young Finnish nurses have ofen thought o leaving their proession [ ]. Nurses’ work in health centre wards is physically and mentally burdensome; consequently, nurse manager’s lead- ers hip skills have a key rol e in in uen cin g nurse s’ job satisaction and their staying on in a work unit [ , ]. An ess ential part o lea der shi p ski lls is the use o diff ere nt leadership styles [–]. Leadership styles can be seen as different combinations o tasks and transaction behaviours that inuence people in achieving goals [ ]. Tis paper ocuseson nurseman age rs ’ lea der shi p sty lesin health centre hospital wards in Finland, because the Finnish health care system is a strong institution, where health care services are offered to all citizens and unded by taxes [ ]. Health care services in Finland are o high quality [ ]. It is important to explore nurse managers’ leadership styles especially in this context. Te publi c hea lth care sec tor in Finlan d is curren tly under changes. In June , the government approved a proposal to amend the current health care law with the aim o strengthening primary health care, promoting welare and health, and enhancing availability and effective production o health services [ ]. Public health care system in Finland consists o primary health care and specialized medical care.
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Hindawi Publishing CorporationISRN NursingVolume 983090983088983089983091 Article ID 983097983093983089983092983093983094 983096 pageshttpdxdoiorg983089983088983089983089983093983093983090983088983089983091983097983093983089983092983093983094
Research ArticleNurse Managersrsquo Perceptions Related to Their LeadershipStyles Knowledge and Skills in These AreasmdashA ViewpointCase of Health Centre Wards in Finland
Soili Vesterinen12 Marjo Suhonen2 Arja Isola2 Leena Paasivaara2 and Helena Laukkala 2
983089 Lapland Hospital District PO Box 983096983088983092983089 983097983094983089983088983089 Rovaniemi Finland 983090 Department of Health Sciences University of Oulu PO Box 983093983088983088983088 983097983088983088983089983092 University of Oulu Finland
Correspondence should be addressed to Soili Vesterinen soilivesterinenlshp1047297
Received 983090 February 983090983088983089983091 Accepted 983089983089 March 983090983088983089983091
Academic Editors B M Andersen K Clark and A Kenny
Copyright copy 983090983088983089983091 Soili Vesterinen et al Tis is an open access article distributed underthe Creative Commons Attribution Licensewhich permits unrestricted use distribution and reproduction in any medium provided the original work is properly cited
Te purpose o this study was to explore nurse managersrsquo perceptions related to their leadership styles knowledge and their skillsin these areas in health centre wards in Finland Te data were collected rom nurse managers ( = 252) in health centre hospitalsin Finland using a structured questionnaire (response rate 983094983091) Six leadership stylesmdashvisionary coaching affiliate democraticcommanding and isolatingmdashwere re1047298ected on Almost all respondents in every age group considered our leadership stylesmdash visionary coaching affiliate and democraticmdashto be very important or important Nurse managers estimated their knowledge
and skills in leadership styles to be essentially airly sufficient or sufficient Nurse managersrsquo abilities to re1047298ect understand andi necessary change their leadership style in1047298uence the work unitrsquos success and employeesrsquo job satisaction Nurse managersespecially new nurse managers need more theoretic evidence-based education to cope with these expectations and to developtheir proessional abilities ogether with universities health care organizations should start planning nurse manager educationprogrammes that ocus on strategic issues leadership job satisaction challenging situations in leadership change managementwork unit management (eg economy efficiency and resources) and how the nurse managers consider their own wellbeing
1 Introduction
In many European countries the public health care systemis acing challenges such as problems in recruiting proes-sionals [983089 983090] and staff retention [983091] Te situation in Finland
is similar One o the major challenges in Finland is how to secure adequate trained personnel Te proportion o persons aged over 983094983093 in the Finnish population is estimatedto rise rom 983089983095 percent to 983090983095 percent by 983090983088983092983088 [983092] Shortage o staff is an imminent threat 983090983090983093 percent o the employees insocial and health care will reach the age o 983094983095 by 983090983088983090983088 at thelatest Most o them will retire at that time or even earlier [983093]At the same time 983090983094 percent o young Finnish nurses haveofen thought o leaving their proession [983094]
Nursesrsquo work in health centre wards is physically andmentally burdensome consequently nurse managerrsquos lead-ership skills have a key role in in1047298uencing nursesrsquo jobsatisaction and their staying on in a work unit [983095 983096] An
essential part o leadership skills is the use o differentleadership styles [983097ndash983089983089] Leadership styles can be seen asdifferent combinations o tasks and transaction behavioursthat in1047298uence people in achieving goals [983089983090]
Tis paper ocuseson nurse managersrsquo leadership stylesin
health centre hospital wards in Finland because the Finnishhealth care system is a strong institution where health careservices are offered to all citizens and unded by taxes [ 983089983091]Health care services in Finland are o high quality [983089983092] Itis important to explore nurse managersrsquo leadership stylesespecially in this context
Te public health care sector in Finland is currently under changes In June 983090983088983089983088 the government approved aproposal to amend the current health care law with the aimo strengthening primary health care promoting welare andhealth and enhancing availability and effective productiono health services [983089983093] Public health care system in Finlandconsists o primary health care and specialized medical care
7172019 nurse managers perception related to their leadershippdf
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983090 ISRN Nursing
Primary care is offered in health centres which ofen have award or inpatients
Working in a health centre ward consists o shif workevenings nights andweekendsincluded Most o the patientsin health centre wards have many diseases and are old In983090983088983088983096 patientsrsquo average age was 983095983093 years [983089983094] Te importance
o nurse managersrsquo leadership skills is particularly empha-sized in this work context Essential nurse manager compe-tencies or the uture include among other things the ability to create an organization culture that combines high-quality health careand patientemployee saety and highly developedcollaborative and team building skills [983089] One uture chal-lenge or nurse managers is to create a culture where nursesare not araid o requiring an environment where they arerecognized as invaluable partners in the organization [983089983095]Nurse managersrsquo roleis also essential or promotingevidence-based practice within organizations Evidence-based practiceis important or the proessional practice o nursing ormany reasons Because nursing is a science and a proessionnursing practice should be grounded on the best availableevidence and the 1047297ndings o nursing research should betranslated into practice Evidence-based nursing acilitatespaying attention to efficiency (providing nursing care withthe appropriate level o staffing) and effectiveness (achievingdesired outcomes) in nursing [983089983096] All o these uture chal-lenges can be met with the help o using effective leadershipstyles [983089983097] Consequently nurse managersrsquo major challengesin Finnish health centre wards are related to leadership skillsA nurse manager with the readiness to observe hisher ownbehaviour and its effects on the work unit and employees canadjust to a better leadership style [983089983090] Goleman et al [983090983088]have described primal leadership which consists o resonantanddissonant leadership styles depending on the situation Itrequires theleaderto bring emotional intelligence(EI) to bearon hisher leadership EI has been associated with positiveempowerment processes as well as positive organizationalresults [983090983089] Resonant leadership styles have been identi1047297edas visionary coaching affiliate and democratic styles whiledissonant leadership styleshave been identi1047297ed as pacesettingand commanding styles Most leaders use both resonant anddissonant leadership styles [983090983088]
In recent yearsnursemanagerrsquos EI hasbeen recognized asan important research area [983090983090] Nurse managerrsquos EI leader-ship behaviour has a strong impact on nursesrsquo empowermentand organizational commitment [983090983091] as well as on teameffectiveness and the quality o nursing care [983090983092] On the
other hand nurse managers with strong EI may not be able toempower their employees i their span o control is wide [983090983093]
2 Materials and Methods
983090983089 Aim and Objectives Tis study is the ourth part o alarger investigation concerning nurse managersrsquo leadershipstyles Te 1047297rst part was a review o studies on nurseleadersrsquo leadership styles in the years 983089983097983097983094ndash983090983088983088983094 [983090983094] Inthe second part the purpose o the study was to discovernurse managersrsquo perceptions o their leadership styles andthe actors in1047298uencing it [983090983095] Te third part o the study
consisted o exploring how nurses and superiors perceivenurse managersrsquo leadership styles and the actors affectedby leadership styles [983090983096] Te aim o the present paperis to explore nurse managersrsquo perceptions related to theirleadership styles knowledge and their skills in these areas inhealth centre wards in Finland Te research questions are as
ollows(i) What is the prominent leadership style demonstrated
by nurse managers as perceived by themselves inhealth centre wards
(ii) How important do nurse managers consider differentleadership styles
(iii) How adequate do nurse managers consider theirskills and knowledge in leadership styles and how important do they consider these styles
(iv) What are the associations between background vari-ables (age education length o work experience asnurse manager and updating education) and nurse
managersrsquo perceptions o the importance o differentleadership styles and their knowledge and skills inleadership styles
983090983090 Questionnaire Te questionnaire used in the study isbased on the primal leadership model 983090983088 and earlier researcho Vesterinen et al [983090983095 983090983096] Once the questionnaire had beendrawn up its content was evaluated by an expert panel ( =
6) Te expert panel consisted o nurse managers working indifferent types o hospital wards Based on the results thequestionnaire was modi1047297ed by making two statements moreexplicit and by revising the language
In the 1047297nal questionnaire the leadership styles o the
nurse managers were charted in the ollowing three 1047297eldsBackground inormation was asked or by 983089983090 statementso examine participantsrsquo prominent leadership style they were asked to indicate how signi1047297cant and important they considered the named actors in their work as nursemanagers(983091983094 statements) Te response alternatives ollowed a 983093-pointLikert scale (983089 = not at all important 983090 = rather unimportant983091 = rather important 983092 = important and 983093 = very important)
Furthermorethe participants were asked to estimate how adequate their knowledge and skills were in different 1047297eldso management (983091983092 statements) Te response alternativesollowed a 983092-point Likert scale (983089 = not at all sufficient 983090 =not quite sufficient 983091 = rather sufficient and 983092 = sufficient)
In this 983091983092-statement instrument there were 983089983096 statementsconcerning leadership styles In this paper we report onthe basis o these statements the results o the respondentsrsquoperceptions regarding their knowledge and skills in differentleadership styles
983090983091 Data Collection Te target population comprised allnurse managers in health centre hospitals in Finland Firstthe number o all nurse managers in different health centresregistered in the database o the National institute or Healthand Welare in Finland was enquired ( = 1 3 17) Aferthat different health centres were divided into 1047297ve groupsbased on the number o nurse managers using strati1047297ed
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ISRN Nursing 983091
sampling very small (983089-983090 nurse managers) small (983091-983092 nursemanagers) medium sized (983093ndash983097 nurse managers) large (983089983088ndash983090983097 nurse managers) and very large (983091983088ndash983096983093 nurse managers)For the nationwide study health centre organizations werechosen rom these 1047297ve groups using sampling proportionalto size Afer that the nurse managers were chosen using
systematic sampling until the number o 983092983088983088 nurse managerswas reached [983090983097] As the organizations had very differingnumbers o nurse managers a minimum o one and amaximum o 983094983091 respondents were included in the study
Te data collection was conducted rom November 983090983088983088983097to April 983090983088983089983088 An application or a statement was submittedto the Local Research Ethics Committee Te administrationso the health centres were contacted via e-mail and theirwillingness to participate in the study was enquired Follow-ing approval rom the administration o the health centreorganizations ( = 108) the data or this study were collectedusing a mailed questionnaire Te respondents were reached
via their work addresses or via a contact person Question-naires inormation about the study and return envelopeswere mailed straight to the respondents or via the contactperson who delivered the material urther to the respondentsParticipants were inormed o the purpose o the study inthe covering letter Tey were told that their participationwas voluntary and would be treated with con1047297dentiality Tecovering letter also included detailed contact inormation onhow to reach the researcher Returning the questionnaire tothe researcher was organized by post which ensured thatthe identity o the respondents remained unknown Terespondents had three weeks to respond to the questionnaireTe response rate o the study was 983094983091 which can beregarded as reasonable considering that the questionnairewas sent by post Te nurse managersrsquo background data aregiven in able 983089
983090983092 Data Analysis Te data were analysed using the SPSS983089983090983088 sofware (SPSS Inc Chicago IL USA) Several variableswere analysed using requencies mean scores standarddeviations and descriptive statistics
Some o the background data variables (age educationwork experience in health care work experience as nursemanager and number o employees) wereclassi1047297edbeore thecalculation o requency and percentage distributions Someo the statements concerning visionary leadership style ( =
6) coaching leadership style ( = 6) affiliate leadership style( = 6) democratic leadership style ( = 6) commandingleadership style ( = 6) and isolating leadership style ( = 6)
variables were collapsed into sum variables ( = 6) anddivided by the number o variables Next sum variables wererounded to ull 1047297gures Te mean SD and minimum andmaximum values were calculated or the new sum variablesTe internal consistency o the sum variables was assessedwith the coefficient Cronbach alpha values varied rom 983088983094 to983088983095 [983091983088] Correlations between variables were analysed usingcross-tabulation and chi-squared test One-way analysis o
variance was used to reveal differences in means o sum variables in background variable groups
983137983138983148983141 983089 Te respondentsrsquo ( = 252) background data
Background data
Gender ( = 252)
Female 983090983092983094 983097983095983094
Male 983094 983090983092
Age ( = 248)
983091983090ndash983092983093 983093983094 983090983090983094
983092983094ndash983093983088 983094983097 983090983095983096
983093983089ndash983093983093 983093983094 983090983090983094
983093983094ndash983094983093 983094983095 983090983095983088
Education ( = 245)
Specialized nurse 983089983093983089 983094983089983094
Nurse 983093983095 983090983091983091
MSc 983091983095 983089983093983089
Work experience in health care ( = 249)
lt983090983089 983094983088 983090983092983089
983090983089ndash983090983093 983093983091 983090983089983091
983090983094ndash983091983088 983094983091 983090983093983091
gt983091983088 983095983091 983090983097983091
Work experience as nurse manager ( = 252)
lt983093 983095983089 983090983096983090
983093ndash983097 983094983093 983090983093983096
983089983088ndash983089983092 983092983095 983089983096983095
gt983089983092 983094983097 983090983095983091
Updating education in leadership ( = 252)
Yes 983090983091983095 983097983092983088
No 983089983093 983094983088
Reading proessional journals ( = 252)
Yes 983090983089983094 983096983093983095
No 983091983094 983089983092983091
Reading scienti1047297c journals ( = 252)
Yes 983089983089983091 983092983092983096
No 983089983091983097 983093983093983090
Searching inormation rom internet ( = 252)
Yes 983089983095983091 983094983096983095
No 983095983097 983091983089983091
Discussing with colleagues ( = 252)
Yes 983090983090983088 983096983095983091
No 983091983090 983089983090983095
Consulting experts ( = 252)
Yes 983097983089 983091983094983089
No 983089983094983089 983094983091983097
Number o employees ( = 247)
lt983090983088 983094983097 983090983096983090
983090983088ndash983090983092 983094983094 983090983094983097
983090983093ndash983090983097 983092983094 983089983096983096
gt983090983097 983094983092 983090983094983089
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983092 ISRN Nursing
983137983138983148983141 983090 Nurse managersrsquo leadership styles in health centre wards
Leadership style Mean SD
Visionary 983092983093983089 983088983091983095
Coaching 983092983092983093 983088983091983096
Affiliate 983092983091983091 983088983091983097
Democratic 983092983091983097 983088983091983093Commanding 983090983097983095 983088983093983093
Isolating 983090983092983089 983088983093983089
3 Results and Discussion
983091983089 Participantsrsquo Background Data Almost all participantswere emale (983097983095983094) with an average age o 983093983088983093983088 years(SD = 7096) Over hal o the nurse managers (983094983089983094)were specialized nurses and 983089983093983089 had undertaken higher
vocational training Te majority o the respondents (983097983092983088)had participated in updating education in leadership Te
majority o the participants had worked in health care ormore than 983089983093 years (983097983091983092) Tey had an average o 983090983094983091983089years (SD = 7715) o working experience in health care Teaverage duration o working experience as a nurse managerwas 983089983088983090983089 years (SD = 7934) Most o the nurse managers(983097983092) had participated in updating education Some nursemanagers (983089983091) reported that they led more than one healthcentre ward Te average number o patients was 983091983092983097983094 (SD =
14064) and the average number o employees was 983090983093983093983096(SD = 11777)
983091983090 Nurse Managersrsquo Leadership Styles and Teir Perceptionsof the Importance of the Different Leadership Styles All sixleadership stylesmdashvisionary coaching affiliate democraticcommanding and isolatingmdashwere re1047298ected on Te 1047297ndingso the mean scores or the leadership styles as indicatedin able 983090 revealed that visionary leadership style receivedthe highest rating (1038389 = 451) and isolating leadershipstyle received the lowest rating (1038389 = 241) Te resultso the nurse managersrsquo perceptions o the importance o different leadership styles show that almost all respondents inevery age group considered our leadership stylesmdashvisionarycoaching affiliate and democraticmdashas being very importantor important (able 983091) Te number o employees was notstatistically signi1047297cantly linked with any o the leadershipstyles
Over hal o the nurse managers (983094983093983094) reported thatthey considered visionary leadership style to be very impor-tant Te rest o the respondents reported visionary lead-ership to be important (983091983091983094) or rather important (983088983096)Regardless o respondentsrsquo education over 983094983088 reported that
visionary leadership style is very important 983095983091983089 o nursemanagers with more than 983089983093 years o working experienceconsidered visionary leadership style to be very important
983093983093983095 o the respondents reported coaching leadershipstyle to be very important It was most requently reportedto be very important by nurse managers over the age o 983093983093(983094983097983095) and least requently by those aged 983093983089 to 983093983093 years(983092983089983089) O the nurse managers with nurse education 983093983095983097
reported coaching leadership style to be very important Teimportance o coaching leadership style was recognizedmoreofen by nurse managers who had participated in updatingeducation in leadership (1103925 = 0000) 983094983091 o the respondentswith 983089983088 to 983089983093 years o work experience as a nurse managerconsidered coaching leadership style to be very important
Less than hal o the nurse managers (983092983091983089) reported affiliateleadership style to be very important while more thanhal (983093983093983091) in all age groups considered it important O the nurse managers with nurse education 983093983090983094 reportedaffiliate leadership style to be very important while 983091983093983089o the nurse managers with MS education reported it tobe very important Regardless o respondentsrsquo length o work experience as nurse manager 983092983090983092 considered affiliateleadership style to be very important while 983093983094983088 consideredit important
A democratic leadership style was reported to be very important by hal o the respondents (983093983089983095) It was mostrequently (983094983088) reported to be very important by nursemanagers under the age o 983092983094 years and least requently by those aged rom 983093983089 to 983093983093 years (983092983089983096) 983093983094983094 o thenurse managers with nurse education reported democraticleadership style to be very important while 983092983091983090 o nursemanagers with MS education reported it to be very impor-tant Regardless o respondentsrsquo length o work experience asnurse manager 983093983088983096 reported democratic leadership styleto be very important and 983092983096983096 to be important
Over hal o the nurse managers reported commandingleadership style to be rather important (983094983089983089) while 983089983093983092considered it rather unimportant Regardless o respondentsrsquoeducation almost 983094983093 reported that commanding leadershipstyle is rather important 983090983090983090 o the nurse managers with983093 to 983097 years o work experience considered commandingleadership style not at all important Regardless o respon-dentsrsquo age education or length o work experience as nursemanager isolating leadership style was reported to be ratherimportant by hal o the respondents (983093983091983097) and ratherunimportant by 983092983091
983091983091 Nurse Managersrsquo Perceptions of Teir Skills and Knowledgein Leadership Styles Few nurse managers (983095983090) reportedthat they did not have at all sufficient skills and knowledgewhile two-thirds o the nurse managers (983094983092) reported thatthey did not have quite sufficient skills and knowledge in
visionary leadership style Not quite sufficient skills and
knowledge in this leadership style were reported by one inten o the nurse managers aged rom 983091983090 to 983092983093 years (983097983089)nurse managers with nurse education (983089983088983095) and nursemanagers with less than 983093 years o work experience as nursemanager (983089983088983089) Nurse managersrsquo skills and knowledge in
visionary leadership style became better with the increasingwork experience (1103925 = 0005)
wo-thirds (983094983092983096) o the nurse managers thought they had rather sufficient skills and one-ourth thought (983090983093983094)they had sufficient skills and knowledge in coaching lead-ership style One in every ten respondents (983097983096) reportedthat they did not have quite sufficient skills and knowledgein this leadership style while 983089983089983092 o the respondents
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ISRN Nursing 983093
983137983138983148983141 983091 Nurse managersrsquo perceptions o the importance o different leadership styles
Background dataVery
important()
Important()
Ratherimportant
()
Rather littleimportant
()
Not at allimportant
()
Visionary leadership style
Age
983091983090ndash983092983093 983095983090983095 983090983093983093 983089983096 983088983088 983088983088
983092983094ndash983093983088 983094983091983096 983091983092983096 983089983092 983088983088 983088983088
983093983089ndash983093983093 983093983093983094 983092983092983092 983088983088 983088983088 983088983088
983093983094ndash983094983093 983094983097983096 983091983088983090 983088983088 983088983088 983088983088
Coaching leadership style
Age
983091983090ndash983092983093 983092983096983090 983093983089983096 983088983088 983088983088 983088983088
983092983094ndash983093983088 983094983088983091 983091983094983096 983090983097 983088983088 983088983088
983093983089ndash983093983093 983092983089983089 983093983095983089 983089983096 983088983088 983088983088
983093983094ndash983094983093 983094983097983095 983091983088983091 983088983088 983088983088 983088983088
Affiliate leadership style
Age
983091983090ndash983092983093 983091983097983091 983094983088983095 983088983088 983088983088 983088983088
983092983094ndash983093983088 983092983092983097 983093983090983090 983090983097 983088983088 983088983088
983093983089ndash983093983093 983091983093983095 983094983090983093 983089983096 983088983088 983088983088
983093983094ndash983094983093 983093983088983096 983092983095983095 983089983093 983088983088 983088983088
Democratic leadership style
Age
983091983090ndash983092983093 983094983088983088 983092983088983088 983088983088 983088983088 983088983088
983092983094ndash983093983088 983093983093983090 983092983091983091 983089983093 983088983088 983088983088
983093983089ndash983093983093 983092983089983096 983093983096983090 983088983088 983088983088 983088983088
983093983094ndash983094983093 983092983097983090 983093983088983096 983088983088 983088983088 983088983088
Commanding leadership style
Age
983091983090ndash983092983093 983088983088 983091983088983092 983094983088983095 983096983097 983088983088
983092983094ndash983093983088 983089983093 983095983094 983095983090983095 983089983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983095983097 983093983095983089 983090983093983088 983088983088
983093983094ndash983094983093 983088983088 983090983090983090 983094983096983091 983097983093 983088983088
Isolating leadership style
Age
983091983090ndash983092983093 983088983088 983088983088 983092983097983088 983093983089983088 983088983088
983092983094ndash983093983088 983088983088 983091983088 983091983096983096 983093983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983097 983091983096983097 983093983097983091 983088983088
983093983094ndash983094983093 983088983088 983093983090 983092983094983094 983092983094983094 983089983095
with specialized nurse education reported this It was mostrequently reported by nurse managers who had less than 983093to 983097 years o work experience as nurse managers (983089983095983093)
Regardless o age or education some nurse managersreported that they (983089983089983093) had not quite sufficient two-thirdsthat they (983094983094983095) had rather sufficient and almost one-third (983090983096983096) that they had sufficient skills and knowledgein affiliate leadership style Older nurse managers had betterskills and knowledge in affiliate leadership style than youngernurse managers (1103925 = 0005) Every 1047297fh (983090983088983088) o the
respondents with 983093 to 983097 years o work experience as nursemanager reported that they did not have quite sufficient skillsand knowledge in this style Nurse managers with long-termwork experience as managers had better skills and knowledgein affiliate leadership style than managers with shorter work experience (1103925 = 0003) Managers o big units with a largenumber o employees hadless skills andknowledge in affiliateleadership style than managers o small units (1103925 = 0003)
Almost all o the nurse managers evaluated that they had rather sufficient (983093983092983091) or sufficient (983092983090983092) knowledge
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 69
983094 ISRN Nursing
and skills in democratic leadership style Nurse managersrsquoupdating education in leadership increased their skills andknowledge in democratic leadership style (1103925 = 0005)Having knowledge and skills in commanding leadership stylewas reported to be rather sufficient by 983094983089983095 o the nursemanagers and sufficient by 983091983088 One tenth (983089983088983088) o the
nurse managers with specialized nurse education reportedthat they did not have quite sufficient skills and knowledgein this style Nurse managers with shorter work experienceas managers had less skills and knowledge in commandingleadership style than nurse managers with longer work experience (1103925 = 0025)
Over two-thirds (983094983096983093) o the nurse managers reportedthat they had sufficient skills in isolating leadership styleNurse managersrsquo participation in updating educationincreased their skills and knowledge in isolating leadershipstyle (1103925 = 0003) A summary o the nurse managersrsquoperceptions o their skills and knowledge in leadership stylesand the importance o these styles without background
variables is presented in able 983092
983091983092 Discussion Based on data rom 983090983092983094 nurse managersworking in health centre wards this study set out to explorenurse managersrsquo leadership styles and their perceptions o theimportance o the different leadership styles and their skillsand knowledge in leadership styles oday nurse managershave to use leadership styles that are appropriate or theconstantly changing and complex health care system [983091983089]Te1047297ndings o this study suggest that nurse managers most ofenused visionary coaching affiliate and democratic leadershipstyles Commanding and isolating leadership styles werereported to be less requently used A previous study oundaffiliate and coaching leadership styles to be most common[983091983090] According to the results regardless o respondentsrsquolength o work experience over 983095983088 considered visionarycoaching and affiliate leadership styles to be important Itis remarkable that at the same time approximately 983090983093 o respondents with less than ten years o work experience asnurse managers reported that they had sufficient skills andknowledge in these leadership styles
Considered as a challenge or nursing science andmanagement evidence-based practice could be seen as anongoing desirable vision A key question is how appropriateskills nurse managers have in utilising nursing research1047297ndings and translating them into practice [983089983096] According
to earlier research 1047297ndings nurse managers wish or moretime to articulate their vision[983091983091] while nurses emphasizetheimportance o making the vision understandable by provid-ing inormation about current issues [983090983096] Tese perceptionsprobably show a contradiction between the vision o theorganization and the skills and resources available or itsimplementation
Nurse managersrsquo skills and knowledge in visionary lead-ership style improved with the increasing work experienceTis is likely due to the act that when nurse managershave worked longer in the organizations they have becomeacquainted with the strategy and vision o the organizationand may have participated in creating the vision It is
important to bear in mind that especially new nursemanagersneed education in orderto be betterable to lead otherstowardthe vision
Tere is a generational shif going on among nurses andyoung nurses have thoughts o giving up nursing Teir expe-rience o job satisaction and opportunities or development
ispoor[983094] Older nurses have their own expectations o workIn a Swedish study inormants described that leadershipworks when it is built on relationships that contribute to awell-unctioning work unit promoting a positive atmosphere[983091983092] rust and job satisaction have strong links with greatercommitment and intent to stay on at work [983091983093] I nursemanagers want to advance collaboration among generationsa positive and understanding attitude is needed Te mostimportant thing is that nursesare committedto their patientsand nurse managers are committed to supporting thesenurses despite generational differences [983091983094] However it isimportant to remember that creating harmony does noteliminate the act that employees sometimes eel resentmentand have different opinions [983091983090]
Continuing education o the employees is one o theeatures o inrastructure the magnethospital nurse managersemphasized because nurses were not able to keep up-to-date with their proession and newest treatment and caremodalities [983091983095] However even though attitudes towards acoaching leadership style were positivemdashalmost all respon-dents considered it to be important or very importantmdashone in ten respondents estimated their skills and knowledgeto be insufficient Health care organizations are undergoingchanges which puts pressureon nurse managers andemploy-ees to modiy anddevelop their work even though it providesopportunities or doing so At the same time nursing scienceand practice are 1047297ghting to maintain their position Tere-ore nurse managers with a coaching leadership style needstrength and assertiveness in times o change to be able tolead employees in an environment where they are noticed asirreplaceable partners within the organization [983089983095]
Nurse managers in Finland usually have nurse educa-tion specialized nurse education andor academic education(MS) Nurse managers need updating education to developtheir own proessional abilities Moreover they need knowl-edgeo nursing science and practiceso asto be ableto managethe work unit as a whole Nurse managers should know how to argue decisions in order to get employees to commit totheir work and changes On the other hand nurse managersneed these skills also when they discuss evidence-based
nursing in connection with efficiency (providing nursingcare with the appropriate level o staff) and effectiveness(achieving desired outcomes) in nursing [983089983096] When theorganization drafs a new strategy and vision or the utureincluding nursing practice the nurse manager is the key person to examine nursing and its resources
A democratic participative leadership style allows nursesto become involved in decisions regarding patient care deliv-ery and cooperation with other personnel groups [983091983095] Tisprobably increases nursesrsquo job satisaction and commitmentto work On the contrary it has been noted that some nursemanagers do not stand out as leaders but as team membersTis means that the nurse managerrsquos own tasks could be
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 79
ISRN Nursing 983095
983137983138983148983141 983092 Nurse managersrsquo perceptions o their skills and knowledge on leadership styles
How adequate are my knowledge and skills
Not at allsufficient
Not quitesufficient
RatherSufficient
sufficient
Visionary leadership style 983095983090 983094983092983088 983090983096983096 983088983088
Coaching leadership style 983088983088 983097983094 983094983092983096 983090983093983094Affiliate leadership style 983088983088 983089983089983093 983094983094983095 983090983096983096
Democratic leadership style 983088983088 983091983090 983093983092983090 983092983090983094
Commanding leadership style 983088983088 983096983096 983094983089983090 983091983088983088
Isolating leadership style 983088983092 983089983090 983090983097983097 983094983096983093
o secondary importance [983090983096] However it is important toremember that there are situations in which nurse managershave to make difficult decisions Decision-making is acili-tated by sufficient knowledge work experience and supportrom colleagues and supervisors
In the uture well-motivated proessionally developing
nurses are needed in health centre wards in Finland At thesame time nurse managers will need skills and knowledgeto lead their work units in a visionary manner Work unitsemployees and situations differ and it could be said that thereis no one and only correct leadership style the same resultcan be achieved in many ways Te behaviour o emotionally intelligent leaders stimulates the creativity o their employees[983091983096] Nursemanagerrsquos ability to re1047298ect on their ownbehaviourmakes it easier to regulate and estimate their leadershipstyle with different employees in different situations It isimportant to arrange enough updating education to supportnurse managers in their leadership work
983091983093 Limitations Te questionnaire used in this study wasbased on the leadership styles presented by Goleman etal [983090983088] and earlier research o Vesterinen et al [983090983095 983090983096]Goleman et al [983090983088] described primal leadership whichrequires the leader to bring emotional intelligence (EI) tobear on hisher leadership Te complex phenomenon o emotional intelligence in nursing leadership is under theconsideration o criticism It is essential to have prooundknowledge o EI and its scienti1047297c critique when integratingthe concept into nursing research [983091983097] On the other hand thecontent o the questionnaire was evaluatedby an expert panelwhich consisted o nurse managers working in differenttypes o hospital wards On the basis o this evaluation
the indicator used in this study can be considered valid interms o the concepts used or studying nurse managersrsquoleadership styles in health centre hospital wards Te valueo Cronbachrsquos alpha used to study the internal consistency between the six sum variables was between 983088983094 and 983088983095 whichcould be considered as sufficient [983092983088] Te study has somelimitations Te results achieved may not necessarily give atrue picture o the nurse managersrsquo skills and knowledge inthe use o different leadership styles as nurse managersrsquo skillsand knowledge were only estimated by the nurse managersthemselves not their employees or supervisors In this studythe sample consisted o Finnish nurse managers thereorethe results re1047298ect only their perceptions o leadership styles
4 Conclusions
Health care organizations are undergoing continuingchanges and vision should be present at all times Employeesneed new skills and knowledge to be able to manage theirwork At the same time they hope that their individual
needs are taken into account by the nurse managers Nursemanagersrsquo abilities to re1047298ect understand and i necessarychange their leadership style in1047298uence a work unitrsquos successand employeesrsquo job satisaction Nurse managers especially new nurse managers need more theoretic evidence-basededucation to cope with these expectations and to developtheir proessional abilities
Health care organizations should draw up visions o nursing leadership in the uture ogether with universitiesthey should start planning nurse manager education pro-grammes that ocus on strategic issues leadership job sat-isaction challenging situations in leadership change man-agement work unit management (eg economy efficiency
and resources) and how nurse managers consider their ownwellbeing It is important that nurse managers have peergroupsand mentors or helping them to develop as managersIt is health care organizationsrsquo responsibility to set up a clear
vision and goals and make the successul nurse leadershippossible as part o multiproessional cooperation
Acknowledgment
Tis research was1047297nancially supported by EVO unding romthe Lapland Hospital District
References
[983089] C Huston ldquoPreparing nurse leaders or 983090983088983090983088rdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983088983093ndash983097983089983089 983090983088983088983096
[983090] M Carney ldquoLeadership in nursing current and uture perspec-tives and challengesrdquo Journal of Nursing Management vol 983089983095no 983092 pp 983092983089983089ndash983092983089983092 983090983088983088983097
[983091] H K Spence Laschinger P Wilk J Cho and P GrecoldquoEmpowerment engagement and perceived effectiveness innursing work environments does experience matterrdquo Journal of Nursing Management vol 983089983095 no 983093 pp 983094983091983094ndash983094983092983094 983090983088983088983097
[983092] Statistics Finland ldquoPopulation projection 983090983088983088983097ndash983090983088983094983088rdquo httpwwwstat1047297tilvaenn983090983088983088983097vaenn 983090983088983088983097 983090983088983088983097-983088983097-983091983088 tie 983088983088983089enhtml
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 89
983096 ISRN Nursing
[983093] National Institute or Health and Welare ldquoSosiaali-ja tervey-denhuollon henkil ost o 983090983088983088983095 rdquo Statistical report in Finland 983095983090983088983089983088httpwwwstakes1047297tilastottilastotiedotteet983090983088983089983088r983088983095 983089983088pd
[983094] M Flinkman M Laine H Leino-Kilpi H M Hasselhornand S Salantera ldquoExplaining young registered Finnish nursesrsquointention to leave the proession a questionnaire surveyrdquoInternational Journal of Nursing Studies vol 983092983093 no 983093 pp 983095983090983095ndash983095983091983097 983090983088983088983096
[983095] D C Espinoza A Lopez-Saldana and J S Stonestreet ldquoTepivotal role o the nurse manager in healthy workplaces impli-cations or training and developmentrdquo Critical Care Nursing Quarterly vol 983091983090 no 983092 pp 983091983090983095ndash983091983091983092 983090983088983088983097
[983096] Cowden G Cummings and J Proetto-Mcgrath ldquoLead-ership practices and staff nursesrsquo intent to stay a systematicreviewrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983094983089ndash983092983095983095 983090983088983089983089
[983097] A A Farag S ullai-Mcguinness and M K Anthony ldquoNursesrsquoperception o their managerrsquos leadership style and unit climateare there generational differencesrdquo Journal of Nursing Manage-ment vol 983089983095 no 983089 pp 983090983094ndash983091983092 983090983088983088983097
[983089983088] A M omey ldquoNursing leadership and management effectswork environmentsrdquo Journal of Nursing Management vol 983089983095 no983089 pp 983089983093ndash983090983093 983090983088983088983097
[983089983089] J Casida and J Parker ldquoStaff nurse perceptions o nursemanager leadership styles and outcomesrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983095983096ndash983092983096983094 983090983088983089983089
[983089983090] D L Huber M Maas J McCloskey C A Scherb C JGoode and C Watson ldquoEvaluating nursing administrationinstrumentsrdquo Journal of Nursing Administration vol 983091983088 no 983093pp 983090983093983089ndash983090983095983090 983090983088983088983088
[983089983091] M Suhonen and L Paasivaara ldquoSharedhuman capital in projectmanagement a systematic review o the literaturerdquo Project Management Journal vol 983092983090 no 983090 pp 983092ndash983089983094 983090983088983089983089
[983089983092] J eperi M E Porter L Vuorenkoski and J F Baron ldquoTe
Finnish health care system a value-based perspectiverdquo SitraReports 983096983090 Edita Prima Ltd Helsinki Finland 983090983088983088983097
[983089983093] Ministry o Social affairs and Health 983090983088983089983088 ldquoerveydenhuolto-lakirdquo httpwwwstm1047297vireillalainsaadantohankkeetsosiaali ja terveydenhuoltoterveydenhuoltolaki
[983089983094] National Institute or Health and Welare ldquoerveyskeskusten perusterveydenhuollon vuodeosastohoito 983090983088983088983096rdquo Official statis-tics in Finland 983090983088983089983088 httpwwwstakes1047297tilastottilastotiedot-teet983090983088983089983088r983088983089 983089983088pd
[983089983095] S Watters ldquoShared leadership taking 1047298ightrdquo Journal of Nursing Administration vol 983091983097 no 983089 pp 983090983094ndash983090983097 983090983088983088983097
[983089983096] R P Newhouse ldquoCreating inrastructure supportive o ev-idence-based nursing practice leadership strategiesrdquo World-views on Evidence-Based Nursing vol 983092 no 983089 pp 983090983089ndash983090983097 983090983088983088983095
[983089983097] D Weberg ldquoransormational leadership and staff retentionan evidence review with implications or healthcare systemsrdquoNursing Administration Quarterly vol 983091983092 no 983091 pp 983090983092983094ndash983090983093983096983090983088983089983088
[983090983088] D Goleman R Boyatzis and A McKee Primal LeadershipRealizing the Power of Emotional Intelligence Harvard BusinessSchool Press Boston Mass USA 983090983088983088983090
[983090983089] K Akerjordet and E Severinsson ldquoEmotionally intelligentnurse leadership a literature review studyrdquo Journal of Nursing Management vol 983089983094 no 983093 pp 983093983094983093ndash983093983095983095 983090983088983088983096
[983090983090] R Feather ldquoEmotional intelligence in relation to nursingleadership does it matterrdquo Journalof Nursing Management vol983089983095 no 983091 pp 983091983095983094ndash983091983096983090 983090983088983088983097
[983090983091] C Young-Ritchie H K Spence Laschinger and C Wong ldquoTeeffects o emotionally intelligent leadership behaviour on emer-gency staff nursesrsquo workplace empowerment and organizationalcommitmentrdquo Nursing Leadership vol 983090983090 no 983089 pp 983095983088ndash983096983093983090983088983088983097
[983090983092] A McCallin and A Bamord ldquoInterdisciplinary teamworkis the in1047298uence o emotional intelligence ully appreciatedrdquo Journal of Nursing Management vol 983089983093 no 983092 pp 983091983096983094ndash983091983097983089 983090983088983088983095
[983090983093] V LucasH K SpenceLaschinger and C A Wong ldquoTe impacto emotional intelligent leadership on staff nurse empower-ment the moderating effect o span o controlrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983094983092ndash983097983095983091 983090983088983088983096
[983090983094] S Vesterinen A Isola and L Paasivaara ldquoHoitoty on johtajien johtamistyylitutkimus vuosina 983089983097983097983092-983090983088983088983094rdquo Premissi no 983094 pp983091983094ndash983092983092 983090983088983088983095 (Finnish)
[983090983095] S Vesterinen A Isola and L Paasivaara ldquoLeadership styles o Finnish nurse managers and actors in1047298uencing itrdquo Journal of Nursing Management vol 983089983095 no 983092 pp 983093983088983091ndash983093983088983097 983090983088983088983097
[983090983096] S Vesterinen M Suhonen A Isola and L Paasivaara ldquoNursemanagersrsquo leadership styles in Finlandrdquo Nursing Research and
Practice vol 983090983088983089983090 Article ID 983094983088983093983091983095983097 983096 pages 983090983088983089983090[983090983097] N Burns and S K Grove Te Practise of Nursing Research WB
Saunders Company Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983088] B Munro Statistical Methods For the Health Care Research Lippincott Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983089] J Casida and G Pinto-Zipp ldquoLeadership-organizational culturerelationship in nursing units o acute care hospitalsrdquo Nursing Economics vol 983090983094 no 983089 pp 983095ndash983089983093 983090983088983088983096
[983091983090] P Kenmore ldquoExploring leadership stylesrdquo Nursing Manage-ment vol 983089983093 no 983089 pp 983090983092ndash983090983094 983090983088983088983096
[983091983091] I W Graham and E Jack ldquoPromoting leadership the devel-opment o a nurse executive team in an acute hospital trustrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983093983093ndash983097983094983091983090983088983088983096
[983091983092] K Rosengren E Athlin and K Segesten ldquoPresence and avail-ability staff conceptions o nursing leadership on an intensivecare unitrdquo Journal of Nursing Management vol 983089983093 no 983093 pp983093983090983090ndash983093983090983097 983090983088983088983095
[983091983093] C Way D Gregory J Davis et al ldquoTe impact o organizationalculture on clinical managersrsquo organizational commitment andturnover intentionsrdquo Journal of Nursing Administration vol 983091983095no 983093 pp 983090983091983093ndash983090983092983090 983090983088983088983095
[983091983094] J S Mensik ldquoA view on generational differences rom ageneration X leaderrdquo Journal of Nursing Administration vol 983091983095no 983089983089 pp 983092983096983091ndash983092983096983092 983090983088983088983095
[983091983095] V V Upenieks ldquoWhat constitutes effective leadership per-ceptions o magnet and nonmagnet nurse leadersrdquo Journal of
Nursing Administration vol 983091983091 no 983097 pp 983092983093983094ndash983092983094983095 983090983088983088983091[983091983096] A Rego F Sousa M Pina e Cunha A Correia and I
Saur-Amaral ldquoLeader sel-reported emotional intelligence andperceived employee creativity an exploratory studyrdquo Creativity and Management vol 983089983094 no 983091 pp 983090983093983088ndash983090983094983092 983090983088983088983095
[983091983097] K Akerjordet and E Severinsson ldquoTe state o the scienceo emotional intelligence related to nursing leadership anintegrative reviewrdquo Journal of Nursing Management vol 983089983096 no983092 pp 983091983094983091ndash983091983096983090 983090983088983089983088
[983092983088] D Politand B Hungler Essentials of Nursing Research Methods Appraisal and Utilization Lippincott Philadelphia Pa USA983092th edition 983089983097983097983095
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 99
Submit your manuscripts at
httpwwwhindawicom
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 29
983090 ISRN Nursing
Primary care is offered in health centres which ofen have award or inpatients
Working in a health centre ward consists o shif workevenings nights andweekendsincluded Most o the patientsin health centre wards have many diseases and are old In983090983088983088983096 patientsrsquo average age was 983095983093 years [983089983094] Te importance
o nurse managersrsquo leadership skills is particularly empha-sized in this work context Essential nurse manager compe-tencies or the uture include among other things the ability to create an organization culture that combines high-quality health careand patientemployee saety and highly developedcollaborative and team building skills [983089] One uture chal-lenge or nurse managers is to create a culture where nursesare not araid o requiring an environment where they arerecognized as invaluable partners in the organization [983089983095]Nurse managersrsquo roleis also essential or promotingevidence-based practice within organizations Evidence-based practiceis important or the proessional practice o nursing ormany reasons Because nursing is a science and a proessionnursing practice should be grounded on the best availableevidence and the 1047297ndings o nursing research should betranslated into practice Evidence-based nursing acilitatespaying attention to efficiency (providing nursing care withthe appropriate level o staffing) and effectiveness (achievingdesired outcomes) in nursing [983089983096] All o these uture chal-lenges can be met with the help o using effective leadershipstyles [983089983097] Consequently nurse managersrsquo major challengesin Finnish health centre wards are related to leadership skillsA nurse manager with the readiness to observe hisher ownbehaviour and its effects on the work unit and employees canadjust to a better leadership style [983089983090] Goleman et al [983090983088]have described primal leadership which consists o resonantanddissonant leadership styles depending on the situation Itrequires theleaderto bring emotional intelligence(EI) to bearon hisher leadership EI has been associated with positiveempowerment processes as well as positive organizationalresults [983090983089] Resonant leadership styles have been identi1047297edas visionary coaching affiliate and democratic styles whiledissonant leadership styleshave been identi1047297ed as pacesettingand commanding styles Most leaders use both resonant anddissonant leadership styles [983090983088]
In recent yearsnursemanagerrsquos EI hasbeen recognized asan important research area [983090983090] Nurse managerrsquos EI leader-ship behaviour has a strong impact on nursesrsquo empowermentand organizational commitment [983090983091] as well as on teameffectiveness and the quality o nursing care [983090983092] On the
other hand nurse managers with strong EI may not be able toempower their employees i their span o control is wide [983090983093]
2 Materials and Methods
983090983089 Aim and Objectives Tis study is the ourth part o alarger investigation concerning nurse managersrsquo leadershipstyles Te 1047297rst part was a review o studies on nurseleadersrsquo leadership styles in the years 983089983097983097983094ndash983090983088983088983094 [983090983094] Inthe second part the purpose o the study was to discovernurse managersrsquo perceptions o their leadership styles andthe actors in1047298uencing it [983090983095] Te third part o the study
consisted o exploring how nurses and superiors perceivenurse managersrsquo leadership styles and the actors affectedby leadership styles [983090983096] Te aim o the present paperis to explore nurse managersrsquo perceptions related to theirleadership styles knowledge and their skills in these areas inhealth centre wards in Finland Te research questions are as
ollows(i) What is the prominent leadership style demonstrated
by nurse managers as perceived by themselves inhealth centre wards
(ii) How important do nurse managers consider differentleadership styles
(iii) How adequate do nurse managers consider theirskills and knowledge in leadership styles and how important do they consider these styles
(iv) What are the associations between background vari-ables (age education length o work experience asnurse manager and updating education) and nurse
managersrsquo perceptions o the importance o differentleadership styles and their knowledge and skills inleadership styles
983090983090 Questionnaire Te questionnaire used in the study isbased on the primal leadership model 983090983088 and earlier researcho Vesterinen et al [983090983095 983090983096] Once the questionnaire had beendrawn up its content was evaluated by an expert panel ( =
6) Te expert panel consisted o nurse managers working indifferent types o hospital wards Based on the results thequestionnaire was modi1047297ed by making two statements moreexplicit and by revising the language
In the 1047297nal questionnaire the leadership styles o the
nurse managers were charted in the ollowing three 1047297eldsBackground inormation was asked or by 983089983090 statementso examine participantsrsquo prominent leadership style they were asked to indicate how signi1047297cant and important they considered the named actors in their work as nursemanagers(983091983094 statements) Te response alternatives ollowed a 983093-pointLikert scale (983089 = not at all important 983090 = rather unimportant983091 = rather important 983092 = important and 983093 = very important)
Furthermorethe participants were asked to estimate how adequate their knowledge and skills were in different 1047297eldso management (983091983092 statements) Te response alternativesollowed a 983092-point Likert scale (983089 = not at all sufficient 983090 =not quite sufficient 983091 = rather sufficient and 983092 = sufficient)
In this 983091983092-statement instrument there were 983089983096 statementsconcerning leadership styles In this paper we report onthe basis o these statements the results o the respondentsrsquoperceptions regarding their knowledge and skills in differentleadership styles
983090983091 Data Collection Te target population comprised allnurse managers in health centre hospitals in Finland Firstthe number o all nurse managers in different health centresregistered in the database o the National institute or Healthand Welare in Finland was enquired ( = 1 3 17) Aferthat different health centres were divided into 1047297ve groupsbased on the number o nurse managers using strati1047297ed
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 39
ISRN Nursing 983091
sampling very small (983089-983090 nurse managers) small (983091-983092 nursemanagers) medium sized (983093ndash983097 nurse managers) large (983089983088ndash983090983097 nurse managers) and very large (983091983088ndash983096983093 nurse managers)For the nationwide study health centre organizations werechosen rom these 1047297ve groups using sampling proportionalto size Afer that the nurse managers were chosen using
systematic sampling until the number o 983092983088983088 nurse managerswas reached [983090983097] As the organizations had very differingnumbers o nurse managers a minimum o one and amaximum o 983094983091 respondents were included in the study
Te data collection was conducted rom November 983090983088983088983097to April 983090983088983089983088 An application or a statement was submittedto the Local Research Ethics Committee Te administrationso the health centres were contacted via e-mail and theirwillingness to participate in the study was enquired Follow-ing approval rom the administration o the health centreorganizations ( = 108) the data or this study were collectedusing a mailed questionnaire Te respondents were reached
via their work addresses or via a contact person Question-naires inormation about the study and return envelopeswere mailed straight to the respondents or via the contactperson who delivered the material urther to the respondentsParticipants were inormed o the purpose o the study inthe covering letter Tey were told that their participationwas voluntary and would be treated with con1047297dentiality Tecovering letter also included detailed contact inormation onhow to reach the researcher Returning the questionnaire tothe researcher was organized by post which ensured thatthe identity o the respondents remained unknown Terespondents had three weeks to respond to the questionnaireTe response rate o the study was 983094983091 which can beregarded as reasonable considering that the questionnairewas sent by post Te nurse managersrsquo background data aregiven in able 983089
983090983092 Data Analysis Te data were analysed using the SPSS983089983090983088 sofware (SPSS Inc Chicago IL USA) Several variableswere analysed using requencies mean scores standarddeviations and descriptive statistics
Some o the background data variables (age educationwork experience in health care work experience as nursemanager and number o employees) wereclassi1047297edbeore thecalculation o requency and percentage distributions Someo the statements concerning visionary leadership style ( =
6) coaching leadership style ( = 6) affiliate leadership style( = 6) democratic leadership style ( = 6) commandingleadership style ( = 6) and isolating leadership style ( = 6)
variables were collapsed into sum variables ( = 6) anddivided by the number o variables Next sum variables wererounded to ull 1047297gures Te mean SD and minimum andmaximum values were calculated or the new sum variablesTe internal consistency o the sum variables was assessedwith the coefficient Cronbach alpha values varied rom 983088983094 to983088983095 [983091983088] Correlations between variables were analysed usingcross-tabulation and chi-squared test One-way analysis o
variance was used to reveal differences in means o sum variables in background variable groups
983137983138983148983141 983089 Te respondentsrsquo ( = 252) background data
Background data
Gender ( = 252)
Female 983090983092983094 983097983095983094
Male 983094 983090983092
Age ( = 248)
983091983090ndash983092983093 983093983094 983090983090983094
983092983094ndash983093983088 983094983097 983090983095983096
983093983089ndash983093983093 983093983094 983090983090983094
983093983094ndash983094983093 983094983095 983090983095983088
Education ( = 245)
Specialized nurse 983089983093983089 983094983089983094
Nurse 983093983095 983090983091983091
MSc 983091983095 983089983093983089
Work experience in health care ( = 249)
lt983090983089 983094983088 983090983092983089
983090983089ndash983090983093 983093983091 983090983089983091
983090983094ndash983091983088 983094983091 983090983093983091
gt983091983088 983095983091 983090983097983091
Work experience as nurse manager ( = 252)
lt983093 983095983089 983090983096983090
983093ndash983097 983094983093 983090983093983096
983089983088ndash983089983092 983092983095 983089983096983095
gt983089983092 983094983097 983090983095983091
Updating education in leadership ( = 252)
Yes 983090983091983095 983097983092983088
No 983089983093 983094983088
Reading proessional journals ( = 252)
Yes 983090983089983094 983096983093983095
No 983091983094 983089983092983091
Reading scienti1047297c journals ( = 252)
Yes 983089983089983091 983092983092983096
No 983089983091983097 983093983093983090
Searching inormation rom internet ( = 252)
Yes 983089983095983091 983094983096983095
No 983095983097 983091983089983091
Discussing with colleagues ( = 252)
Yes 983090983090983088 983096983095983091
No 983091983090 983089983090983095
Consulting experts ( = 252)
Yes 983097983089 983091983094983089
No 983089983094983089 983094983091983097
Number o employees ( = 247)
lt983090983088 983094983097 983090983096983090
983090983088ndash983090983092 983094983094 983090983094983097
983090983093ndash983090983097 983092983094 983089983096983096
gt983090983097 983094983092 983090983094983089
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 49
983092 ISRN Nursing
983137983138983148983141 983090 Nurse managersrsquo leadership styles in health centre wards
Leadership style Mean SD
Visionary 983092983093983089 983088983091983095
Coaching 983092983092983093 983088983091983096
Affiliate 983092983091983091 983088983091983097
Democratic 983092983091983097 983088983091983093Commanding 983090983097983095 983088983093983093
Isolating 983090983092983089 983088983093983089
3 Results and Discussion
983091983089 Participantsrsquo Background Data Almost all participantswere emale (983097983095983094) with an average age o 983093983088983093983088 years(SD = 7096) Over hal o the nurse managers (983094983089983094)were specialized nurses and 983089983093983089 had undertaken higher
vocational training Te majority o the respondents (983097983092983088)had participated in updating education in leadership Te
majority o the participants had worked in health care ormore than 983089983093 years (983097983091983092) Tey had an average o 983090983094983091983089years (SD = 7715) o working experience in health care Teaverage duration o working experience as a nurse managerwas 983089983088983090983089 years (SD = 7934) Most o the nurse managers(983097983092) had participated in updating education Some nursemanagers (983089983091) reported that they led more than one healthcentre ward Te average number o patients was 983091983092983097983094 (SD =
14064) and the average number o employees was 983090983093983093983096(SD = 11777)
983091983090 Nurse Managersrsquo Leadership Styles and Teir Perceptionsof the Importance of the Different Leadership Styles All sixleadership stylesmdashvisionary coaching affiliate democraticcommanding and isolatingmdashwere re1047298ected on Te 1047297ndingso the mean scores or the leadership styles as indicatedin able 983090 revealed that visionary leadership style receivedthe highest rating (1038389 = 451) and isolating leadershipstyle received the lowest rating (1038389 = 241) Te resultso the nurse managersrsquo perceptions o the importance o different leadership styles show that almost all respondents inevery age group considered our leadership stylesmdashvisionarycoaching affiliate and democraticmdashas being very importantor important (able 983091) Te number o employees was notstatistically signi1047297cantly linked with any o the leadershipstyles
Over hal o the nurse managers (983094983093983094) reported thatthey considered visionary leadership style to be very impor-tant Te rest o the respondents reported visionary lead-ership to be important (983091983091983094) or rather important (983088983096)Regardless o respondentsrsquo education over 983094983088 reported that
visionary leadership style is very important 983095983091983089 o nursemanagers with more than 983089983093 years o working experienceconsidered visionary leadership style to be very important
983093983093983095 o the respondents reported coaching leadershipstyle to be very important It was most requently reportedto be very important by nurse managers over the age o 983093983093(983094983097983095) and least requently by those aged 983093983089 to 983093983093 years(983092983089983089) O the nurse managers with nurse education 983093983095983097
reported coaching leadership style to be very important Teimportance o coaching leadership style was recognizedmoreofen by nurse managers who had participated in updatingeducation in leadership (1103925 = 0000) 983094983091 o the respondentswith 983089983088 to 983089983093 years o work experience as a nurse managerconsidered coaching leadership style to be very important
Less than hal o the nurse managers (983092983091983089) reported affiliateleadership style to be very important while more thanhal (983093983093983091) in all age groups considered it important O the nurse managers with nurse education 983093983090983094 reportedaffiliate leadership style to be very important while 983091983093983089o the nurse managers with MS education reported it tobe very important Regardless o respondentsrsquo length o work experience as nurse manager 983092983090983092 considered affiliateleadership style to be very important while 983093983094983088 consideredit important
A democratic leadership style was reported to be very important by hal o the respondents (983093983089983095) It was mostrequently (983094983088) reported to be very important by nursemanagers under the age o 983092983094 years and least requently by those aged rom 983093983089 to 983093983093 years (983092983089983096) 983093983094983094 o thenurse managers with nurse education reported democraticleadership style to be very important while 983092983091983090 o nursemanagers with MS education reported it to be very impor-tant Regardless o respondentsrsquo length o work experience asnurse manager 983093983088983096 reported democratic leadership styleto be very important and 983092983096983096 to be important
Over hal o the nurse managers reported commandingleadership style to be rather important (983094983089983089) while 983089983093983092considered it rather unimportant Regardless o respondentsrsquoeducation almost 983094983093 reported that commanding leadershipstyle is rather important 983090983090983090 o the nurse managers with983093 to 983097 years o work experience considered commandingleadership style not at all important Regardless o respon-dentsrsquo age education or length o work experience as nursemanager isolating leadership style was reported to be ratherimportant by hal o the respondents (983093983091983097) and ratherunimportant by 983092983091
983091983091 Nurse Managersrsquo Perceptions of Teir Skills and Knowledgein Leadership Styles Few nurse managers (983095983090) reportedthat they did not have at all sufficient skills and knowledgewhile two-thirds o the nurse managers (983094983092) reported thatthey did not have quite sufficient skills and knowledge in
visionary leadership style Not quite sufficient skills and
knowledge in this leadership style were reported by one inten o the nurse managers aged rom 983091983090 to 983092983093 years (983097983089)nurse managers with nurse education (983089983088983095) and nursemanagers with less than 983093 years o work experience as nursemanager (983089983088983089) Nurse managersrsquo skills and knowledge in
visionary leadership style became better with the increasingwork experience (1103925 = 0005)
wo-thirds (983094983092983096) o the nurse managers thought they had rather sufficient skills and one-ourth thought (983090983093983094)they had sufficient skills and knowledge in coaching lead-ership style One in every ten respondents (983097983096) reportedthat they did not have quite sufficient skills and knowledgein this leadership style while 983089983089983092 o the respondents
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 59
ISRN Nursing 983093
983137983138983148983141 983091 Nurse managersrsquo perceptions o the importance o different leadership styles
Background dataVery
important()
Important()
Ratherimportant
()
Rather littleimportant
()
Not at allimportant
()
Visionary leadership style
Age
983091983090ndash983092983093 983095983090983095 983090983093983093 983089983096 983088983088 983088983088
983092983094ndash983093983088 983094983091983096 983091983092983096 983089983092 983088983088 983088983088
983093983089ndash983093983093 983093983093983094 983092983092983092 983088983088 983088983088 983088983088
983093983094ndash983094983093 983094983097983096 983091983088983090 983088983088 983088983088 983088983088
Coaching leadership style
Age
983091983090ndash983092983093 983092983096983090 983093983089983096 983088983088 983088983088 983088983088
983092983094ndash983093983088 983094983088983091 983091983094983096 983090983097 983088983088 983088983088
983093983089ndash983093983093 983092983089983089 983093983095983089 983089983096 983088983088 983088983088
983093983094ndash983094983093 983094983097983095 983091983088983091 983088983088 983088983088 983088983088
Affiliate leadership style
Age
983091983090ndash983092983093 983091983097983091 983094983088983095 983088983088 983088983088 983088983088
983092983094ndash983093983088 983092983092983097 983093983090983090 983090983097 983088983088 983088983088
983093983089ndash983093983093 983091983093983095 983094983090983093 983089983096 983088983088 983088983088
983093983094ndash983094983093 983093983088983096 983092983095983095 983089983093 983088983088 983088983088
Democratic leadership style
Age
983091983090ndash983092983093 983094983088983088 983092983088983088 983088983088 983088983088 983088983088
983092983094ndash983093983088 983093983093983090 983092983091983091 983089983093 983088983088 983088983088
983093983089ndash983093983093 983092983089983096 983093983096983090 983088983088 983088983088 983088983088
983093983094ndash983094983093 983092983097983090 983093983088983096 983088983088 983088983088 983088983088
Commanding leadership style
Age
983091983090ndash983092983093 983088983088 983091983088983092 983094983088983095 983096983097 983088983088
983092983094ndash983093983088 983089983093 983095983094 983095983090983095 983089983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983095983097 983093983095983089 983090983093983088 983088983088
983093983094ndash983094983093 983088983088 983090983090983090 983094983096983091 983097983093 983088983088
Isolating leadership style
Age
983091983090ndash983092983093 983088983088 983088983088 983092983097983088 983093983089983088 983088983088
983092983094ndash983093983088 983088983088 983091983088 983091983096983096 983093983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983097 983091983096983097 983093983097983091 983088983088
983093983094ndash983094983093 983088983088 983093983090 983092983094983094 983092983094983094 983089983095
with specialized nurse education reported this It was mostrequently reported by nurse managers who had less than 983093to 983097 years o work experience as nurse managers (983089983095983093)
Regardless o age or education some nurse managersreported that they (983089983089983093) had not quite sufficient two-thirdsthat they (983094983094983095) had rather sufficient and almost one-third (983090983096983096) that they had sufficient skills and knowledgein affiliate leadership style Older nurse managers had betterskills and knowledge in affiliate leadership style than youngernurse managers (1103925 = 0005) Every 1047297fh (983090983088983088) o the
respondents with 983093 to 983097 years o work experience as nursemanager reported that they did not have quite sufficient skillsand knowledge in this style Nurse managers with long-termwork experience as managers had better skills and knowledgein affiliate leadership style than managers with shorter work experience (1103925 = 0003) Managers o big units with a largenumber o employees hadless skills andknowledge in affiliateleadership style than managers o small units (1103925 = 0003)
Almost all o the nurse managers evaluated that they had rather sufficient (983093983092983091) or sufficient (983092983090983092) knowledge
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 69
983094 ISRN Nursing
and skills in democratic leadership style Nurse managersrsquoupdating education in leadership increased their skills andknowledge in democratic leadership style (1103925 = 0005)Having knowledge and skills in commanding leadership stylewas reported to be rather sufficient by 983094983089983095 o the nursemanagers and sufficient by 983091983088 One tenth (983089983088983088) o the
nurse managers with specialized nurse education reportedthat they did not have quite sufficient skills and knowledgein this style Nurse managers with shorter work experienceas managers had less skills and knowledge in commandingleadership style than nurse managers with longer work experience (1103925 = 0025)
Over two-thirds (983094983096983093) o the nurse managers reportedthat they had sufficient skills in isolating leadership styleNurse managersrsquo participation in updating educationincreased their skills and knowledge in isolating leadershipstyle (1103925 = 0003) A summary o the nurse managersrsquoperceptions o their skills and knowledge in leadership stylesand the importance o these styles without background
variables is presented in able 983092
983091983092 Discussion Based on data rom 983090983092983094 nurse managersworking in health centre wards this study set out to explorenurse managersrsquo leadership styles and their perceptions o theimportance o the different leadership styles and their skillsand knowledge in leadership styles oday nurse managershave to use leadership styles that are appropriate or theconstantly changing and complex health care system [983091983089]Te1047297ndings o this study suggest that nurse managers most ofenused visionary coaching affiliate and democratic leadershipstyles Commanding and isolating leadership styles werereported to be less requently used A previous study oundaffiliate and coaching leadership styles to be most common[983091983090] According to the results regardless o respondentsrsquolength o work experience over 983095983088 considered visionarycoaching and affiliate leadership styles to be important Itis remarkable that at the same time approximately 983090983093 o respondents with less than ten years o work experience asnurse managers reported that they had sufficient skills andknowledge in these leadership styles
Considered as a challenge or nursing science andmanagement evidence-based practice could be seen as anongoing desirable vision A key question is how appropriateskills nurse managers have in utilising nursing research1047297ndings and translating them into practice [983089983096] According
to earlier research 1047297ndings nurse managers wish or moretime to articulate their vision[983091983091] while nurses emphasizetheimportance o making the vision understandable by provid-ing inormation about current issues [983090983096] Tese perceptionsprobably show a contradiction between the vision o theorganization and the skills and resources available or itsimplementation
Nurse managersrsquo skills and knowledge in visionary lead-ership style improved with the increasing work experienceTis is likely due to the act that when nurse managershave worked longer in the organizations they have becomeacquainted with the strategy and vision o the organizationand may have participated in creating the vision It is
important to bear in mind that especially new nursemanagersneed education in orderto be betterable to lead otherstowardthe vision
Tere is a generational shif going on among nurses andyoung nurses have thoughts o giving up nursing Teir expe-rience o job satisaction and opportunities or development
ispoor[983094] Older nurses have their own expectations o workIn a Swedish study inormants described that leadershipworks when it is built on relationships that contribute to awell-unctioning work unit promoting a positive atmosphere[983091983092] rust and job satisaction have strong links with greatercommitment and intent to stay on at work [983091983093] I nursemanagers want to advance collaboration among generationsa positive and understanding attitude is needed Te mostimportant thing is that nursesare committedto their patientsand nurse managers are committed to supporting thesenurses despite generational differences [983091983094] However it isimportant to remember that creating harmony does noteliminate the act that employees sometimes eel resentmentand have different opinions [983091983090]
Continuing education o the employees is one o theeatures o inrastructure the magnethospital nurse managersemphasized because nurses were not able to keep up-to-date with their proession and newest treatment and caremodalities [983091983095] However even though attitudes towards acoaching leadership style were positivemdashalmost all respon-dents considered it to be important or very importantmdashone in ten respondents estimated their skills and knowledgeto be insufficient Health care organizations are undergoingchanges which puts pressureon nurse managers andemploy-ees to modiy anddevelop their work even though it providesopportunities or doing so At the same time nursing scienceand practice are 1047297ghting to maintain their position Tere-ore nurse managers with a coaching leadership style needstrength and assertiveness in times o change to be able tolead employees in an environment where they are noticed asirreplaceable partners within the organization [983089983095]
Nurse managers in Finland usually have nurse educa-tion specialized nurse education andor academic education(MS) Nurse managers need updating education to developtheir own proessional abilities Moreover they need knowl-edgeo nursing science and practiceso asto be ableto managethe work unit as a whole Nurse managers should know how to argue decisions in order to get employees to commit totheir work and changes On the other hand nurse managersneed these skills also when they discuss evidence-based
nursing in connection with efficiency (providing nursingcare with the appropriate level o staff) and effectiveness(achieving desired outcomes) in nursing [983089983096] When theorganization drafs a new strategy and vision or the utureincluding nursing practice the nurse manager is the key person to examine nursing and its resources
A democratic participative leadership style allows nursesto become involved in decisions regarding patient care deliv-ery and cooperation with other personnel groups [983091983095] Tisprobably increases nursesrsquo job satisaction and commitmentto work On the contrary it has been noted that some nursemanagers do not stand out as leaders but as team membersTis means that the nurse managerrsquos own tasks could be
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 79
ISRN Nursing 983095
983137983138983148983141 983092 Nurse managersrsquo perceptions o their skills and knowledge on leadership styles
How adequate are my knowledge and skills
Not at allsufficient
Not quitesufficient
RatherSufficient
sufficient
Visionary leadership style 983095983090 983094983092983088 983090983096983096 983088983088
Coaching leadership style 983088983088 983097983094 983094983092983096 983090983093983094Affiliate leadership style 983088983088 983089983089983093 983094983094983095 983090983096983096
Democratic leadership style 983088983088 983091983090 983093983092983090 983092983090983094
Commanding leadership style 983088983088 983096983096 983094983089983090 983091983088983088
Isolating leadership style 983088983092 983089983090 983090983097983097 983094983096983093
o secondary importance [983090983096] However it is important toremember that there are situations in which nurse managershave to make difficult decisions Decision-making is acili-tated by sufficient knowledge work experience and supportrom colleagues and supervisors
In the uture well-motivated proessionally developing
nurses are needed in health centre wards in Finland At thesame time nurse managers will need skills and knowledgeto lead their work units in a visionary manner Work unitsemployees and situations differ and it could be said that thereis no one and only correct leadership style the same resultcan be achieved in many ways Te behaviour o emotionally intelligent leaders stimulates the creativity o their employees[983091983096] Nursemanagerrsquos ability to re1047298ect on their ownbehaviourmakes it easier to regulate and estimate their leadershipstyle with different employees in different situations It isimportant to arrange enough updating education to supportnurse managers in their leadership work
983091983093 Limitations Te questionnaire used in this study wasbased on the leadership styles presented by Goleman etal [983090983088] and earlier research o Vesterinen et al [983090983095 983090983096]Goleman et al [983090983088] described primal leadership whichrequires the leader to bring emotional intelligence (EI) tobear on hisher leadership Te complex phenomenon o emotional intelligence in nursing leadership is under theconsideration o criticism It is essential to have prooundknowledge o EI and its scienti1047297c critique when integratingthe concept into nursing research [983091983097] On the other hand thecontent o the questionnaire was evaluatedby an expert panelwhich consisted o nurse managers working in differenttypes o hospital wards On the basis o this evaluation
the indicator used in this study can be considered valid interms o the concepts used or studying nurse managersrsquoleadership styles in health centre hospital wards Te valueo Cronbachrsquos alpha used to study the internal consistency between the six sum variables was between 983088983094 and 983088983095 whichcould be considered as sufficient [983092983088] Te study has somelimitations Te results achieved may not necessarily give atrue picture o the nurse managersrsquo skills and knowledge inthe use o different leadership styles as nurse managersrsquo skillsand knowledge were only estimated by the nurse managersthemselves not their employees or supervisors In this studythe sample consisted o Finnish nurse managers thereorethe results re1047298ect only their perceptions o leadership styles
4 Conclusions
Health care organizations are undergoing continuingchanges and vision should be present at all times Employeesneed new skills and knowledge to be able to manage theirwork At the same time they hope that their individual
needs are taken into account by the nurse managers Nursemanagersrsquo abilities to re1047298ect understand and i necessarychange their leadership style in1047298uence a work unitrsquos successand employeesrsquo job satisaction Nurse managers especially new nurse managers need more theoretic evidence-basededucation to cope with these expectations and to developtheir proessional abilities
Health care organizations should draw up visions o nursing leadership in the uture ogether with universitiesthey should start planning nurse manager education pro-grammes that ocus on strategic issues leadership job sat-isaction challenging situations in leadership change man-agement work unit management (eg economy efficiency
and resources) and how nurse managers consider their ownwellbeing It is important that nurse managers have peergroupsand mentors or helping them to develop as managersIt is health care organizationsrsquo responsibility to set up a clear
vision and goals and make the successul nurse leadershippossible as part o multiproessional cooperation
Acknowledgment
Tis research was1047297nancially supported by EVO unding romthe Lapland Hospital District
References
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[983090] M Carney ldquoLeadership in nursing current and uture perspec-tives and challengesrdquo Journal of Nursing Management vol 983089983095no 983092 pp 983092983089983089ndash983092983089983092 983090983088983088983097
[983091] H K Spence Laschinger P Wilk J Cho and P GrecoldquoEmpowerment engagement and perceived effectiveness innursing work environments does experience matterrdquo Journal of Nursing Management vol 983089983095 no 983093 pp 983094983091983094ndash983094983092983094 983090983088983088983097
[983092] Statistics Finland ldquoPopulation projection 983090983088983088983097ndash983090983088983094983088rdquo httpwwwstat1047297tilvaenn983090983088983088983097vaenn 983090983088983088983097 983090983088983088983097-983088983097-983091983088 tie 983088983088983089enhtml
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 89
983096 ISRN Nursing
[983093] National Institute or Health and Welare ldquoSosiaali-ja tervey-denhuollon henkil ost o 983090983088983088983095 rdquo Statistical report in Finland 983095983090983088983089983088httpwwwstakes1047297tilastottilastotiedotteet983090983088983089983088r983088983095 983089983088pd
[983094] M Flinkman M Laine H Leino-Kilpi H M Hasselhornand S Salantera ldquoExplaining young registered Finnish nursesrsquointention to leave the proession a questionnaire surveyrdquoInternational Journal of Nursing Studies vol 983092983093 no 983093 pp 983095983090983095ndash983095983091983097 983090983088983088983096
[983095] D C Espinoza A Lopez-Saldana and J S Stonestreet ldquoTepivotal role o the nurse manager in healthy workplaces impli-cations or training and developmentrdquo Critical Care Nursing Quarterly vol 983091983090 no 983092 pp 983091983090983095ndash983091983091983092 983090983088983088983097
[983096] Cowden G Cummings and J Proetto-Mcgrath ldquoLead-ership practices and staff nursesrsquo intent to stay a systematicreviewrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983094983089ndash983092983095983095 983090983088983089983089
[983097] A A Farag S ullai-Mcguinness and M K Anthony ldquoNursesrsquoperception o their managerrsquos leadership style and unit climateare there generational differencesrdquo Journal of Nursing Manage-ment vol 983089983095 no 983089 pp 983090983094ndash983091983092 983090983088983088983097
[983089983088] A M omey ldquoNursing leadership and management effectswork environmentsrdquo Journal of Nursing Management vol 983089983095 no983089 pp 983089983093ndash983090983093 983090983088983088983097
[983089983089] J Casida and J Parker ldquoStaff nurse perceptions o nursemanager leadership styles and outcomesrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983095983096ndash983092983096983094 983090983088983089983089
[983089983090] D L Huber M Maas J McCloskey C A Scherb C JGoode and C Watson ldquoEvaluating nursing administrationinstrumentsrdquo Journal of Nursing Administration vol 983091983088 no 983093pp 983090983093983089ndash983090983095983090 983090983088983088983088
[983089983091] M Suhonen and L Paasivaara ldquoSharedhuman capital in projectmanagement a systematic review o the literaturerdquo Project Management Journal vol 983092983090 no 983090 pp 983092ndash983089983094 983090983088983089983089
[983089983092] J eperi M E Porter L Vuorenkoski and J F Baron ldquoTe
Finnish health care system a value-based perspectiverdquo SitraReports 983096983090 Edita Prima Ltd Helsinki Finland 983090983088983088983097
[983089983093] Ministry o Social affairs and Health 983090983088983089983088 ldquoerveydenhuolto-lakirdquo httpwwwstm1047297vireillalainsaadantohankkeetsosiaali ja terveydenhuoltoterveydenhuoltolaki
[983089983094] National Institute or Health and Welare ldquoerveyskeskusten perusterveydenhuollon vuodeosastohoito 983090983088983088983096rdquo Official statis-tics in Finland 983090983088983089983088 httpwwwstakes1047297tilastottilastotiedot-teet983090983088983089983088r983088983089 983089983088pd
[983089983095] S Watters ldquoShared leadership taking 1047298ightrdquo Journal of Nursing Administration vol 983091983097 no 983089 pp 983090983094ndash983090983097 983090983088983088983097
[983089983096] R P Newhouse ldquoCreating inrastructure supportive o ev-idence-based nursing practice leadership strategiesrdquo World-views on Evidence-Based Nursing vol 983092 no 983089 pp 983090983089ndash983090983097 983090983088983088983095
[983089983097] D Weberg ldquoransormational leadership and staff retentionan evidence review with implications or healthcare systemsrdquoNursing Administration Quarterly vol 983091983092 no 983091 pp 983090983092983094ndash983090983093983096983090983088983089983088
[983090983088] D Goleman R Boyatzis and A McKee Primal LeadershipRealizing the Power of Emotional Intelligence Harvard BusinessSchool Press Boston Mass USA 983090983088983088983090
[983090983089] K Akerjordet and E Severinsson ldquoEmotionally intelligentnurse leadership a literature review studyrdquo Journal of Nursing Management vol 983089983094 no 983093 pp 983093983094983093ndash983093983095983095 983090983088983088983096
[983090983090] R Feather ldquoEmotional intelligence in relation to nursingleadership does it matterrdquo Journalof Nursing Management vol983089983095 no 983091 pp 983091983095983094ndash983091983096983090 983090983088983088983097
[983090983091] C Young-Ritchie H K Spence Laschinger and C Wong ldquoTeeffects o emotionally intelligent leadership behaviour on emer-gency staff nursesrsquo workplace empowerment and organizationalcommitmentrdquo Nursing Leadership vol 983090983090 no 983089 pp 983095983088ndash983096983093983090983088983088983097
[983090983092] A McCallin and A Bamord ldquoInterdisciplinary teamworkis the in1047298uence o emotional intelligence ully appreciatedrdquo Journal of Nursing Management vol 983089983093 no 983092 pp 983091983096983094ndash983091983097983089 983090983088983088983095
[983090983093] V LucasH K SpenceLaschinger and C A Wong ldquoTe impacto emotional intelligent leadership on staff nurse empower-ment the moderating effect o span o controlrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983094983092ndash983097983095983091 983090983088983088983096
[983090983094] S Vesterinen A Isola and L Paasivaara ldquoHoitoty on johtajien johtamistyylitutkimus vuosina 983089983097983097983092-983090983088983088983094rdquo Premissi no 983094 pp983091983094ndash983092983092 983090983088983088983095 (Finnish)
[983090983095] S Vesterinen A Isola and L Paasivaara ldquoLeadership styles o Finnish nurse managers and actors in1047298uencing itrdquo Journal of Nursing Management vol 983089983095 no 983092 pp 983093983088983091ndash983093983088983097 983090983088983088983097
[983090983096] S Vesterinen M Suhonen A Isola and L Paasivaara ldquoNursemanagersrsquo leadership styles in Finlandrdquo Nursing Research and
Practice vol 983090983088983089983090 Article ID 983094983088983093983091983095983097 983096 pages 983090983088983089983090[983090983097] N Burns and S K Grove Te Practise of Nursing Research WB
Saunders Company Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983088] B Munro Statistical Methods For the Health Care Research Lippincott Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983089] J Casida and G Pinto-Zipp ldquoLeadership-organizational culturerelationship in nursing units o acute care hospitalsrdquo Nursing Economics vol 983090983094 no 983089 pp 983095ndash983089983093 983090983088983088983096
[983091983090] P Kenmore ldquoExploring leadership stylesrdquo Nursing Manage-ment vol 983089983093 no 983089 pp 983090983092ndash983090983094 983090983088983088983096
[983091983091] I W Graham and E Jack ldquoPromoting leadership the devel-opment o a nurse executive team in an acute hospital trustrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983093983093ndash983097983094983091983090983088983088983096
[983091983092] K Rosengren E Athlin and K Segesten ldquoPresence and avail-ability staff conceptions o nursing leadership on an intensivecare unitrdquo Journal of Nursing Management vol 983089983093 no 983093 pp983093983090983090ndash983093983090983097 983090983088983088983095
[983091983093] C Way D Gregory J Davis et al ldquoTe impact o organizationalculture on clinical managersrsquo organizational commitment andturnover intentionsrdquo Journal of Nursing Administration vol 983091983095no 983093 pp 983090983091983093ndash983090983092983090 983090983088983088983095
[983091983094] J S Mensik ldquoA view on generational differences rom ageneration X leaderrdquo Journal of Nursing Administration vol 983091983095no 983089983089 pp 983092983096983091ndash983092983096983092 983090983088983088983095
[983091983095] V V Upenieks ldquoWhat constitutes effective leadership per-ceptions o magnet and nonmagnet nurse leadersrdquo Journal of
Nursing Administration vol 983091983091 no 983097 pp 983092983093983094ndash983092983094983095 983090983088983088983091[983091983096] A Rego F Sousa M Pina e Cunha A Correia and I
Saur-Amaral ldquoLeader sel-reported emotional intelligence andperceived employee creativity an exploratory studyrdquo Creativity and Management vol 983089983094 no 983091 pp 983090983093983088ndash983090983094983092 983090983088983088983095
[983091983097] K Akerjordet and E Severinsson ldquoTe state o the scienceo emotional intelligence related to nursing leadership anintegrative reviewrdquo Journal of Nursing Management vol 983089983096 no983092 pp 983091983094983091ndash983091983096983090 983090983088983089983088
[983092983088] D Politand B Hungler Essentials of Nursing Research Methods Appraisal and Utilization Lippincott Philadelphia Pa USA983092th edition 983089983097983097983095
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 99
Submit your manuscripts at
httpwwwhindawicom
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 39
ISRN Nursing 983091
sampling very small (983089-983090 nurse managers) small (983091-983092 nursemanagers) medium sized (983093ndash983097 nurse managers) large (983089983088ndash983090983097 nurse managers) and very large (983091983088ndash983096983093 nurse managers)For the nationwide study health centre organizations werechosen rom these 1047297ve groups using sampling proportionalto size Afer that the nurse managers were chosen using
systematic sampling until the number o 983092983088983088 nurse managerswas reached [983090983097] As the organizations had very differingnumbers o nurse managers a minimum o one and amaximum o 983094983091 respondents were included in the study
Te data collection was conducted rom November 983090983088983088983097to April 983090983088983089983088 An application or a statement was submittedto the Local Research Ethics Committee Te administrationso the health centres were contacted via e-mail and theirwillingness to participate in the study was enquired Follow-ing approval rom the administration o the health centreorganizations ( = 108) the data or this study were collectedusing a mailed questionnaire Te respondents were reached
via their work addresses or via a contact person Question-naires inormation about the study and return envelopeswere mailed straight to the respondents or via the contactperson who delivered the material urther to the respondentsParticipants were inormed o the purpose o the study inthe covering letter Tey were told that their participationwas voluntary and would be treated with con1047297dentiality Tecovering letter also included detailed contact inormation onhow to reach the researcher Returning the questionnaire tothe researcher was organized by post which ensured thatthe identity o the respondents remained unknown Terespondents had three weeks to respond to the questionnaireTe response rate o the study was 983094983091 which can beregarded as reasonable considering that the questionnairewas sent by post Te nurse managersrsquo background data aregiven in able 983089
983090983092 Data Analysis Te data were analysed using the SPSS983089983090983088 sofware (SPSS Inc Chicago IL USA) Several variableswere analysed using requencies mean scores standarddeviations and descriptive statistics
Some o the background data variables (age educationwork experience in health care work experience as nursemanager and number o employees) wereclassi1047297edbeore thecalculation o requency and percentage distributions Someo the statements concerning visionary leadership style ( =
6) coaching leadership style ( = 6) affiliate leadership style( = 6) democratic leadership style ( = 6) commandingleadership style ( = 6) and isolating leadership style ( = 6)
variables were collapsed into sum variables ( = 6) anddivided by the number o variables Next sum variables wererounded to ull 1047297gures Te mean SD and minimum andmaximum values were calculated or the new sum variablesTe internal consistency o the sum variables was assessedwith the coefficient Cronbach alpha values varied rom 983088983094 to983088983095 [983091983088] Correlations between variables were analysed usingcross-tabulation and chi-squared test One-way analysis o
variance was used to reveal differences in means o sum variables in background variable groups
983137983138983148983141 983089 Te respondentsrsquo ( = 252) background data
Background data
Gender ( = 252)
Female 983090983092983094 983097983095983094
Male 983094 983090983092
Age ( = 248)
983091983090ndash983092983093 983093983094 983090983090983094
983092983094ndash983093983088 983094983097 983090983095983096
983093983089ndash983093983093 983093983094 983090983090983094
983093983094ndash983094983093 983094983095 983090983095983088
Education ( = 245)
Specialized nurse 983089983093983089 983094983089983094
Nurse 983093983095 983090983091983091
MSc 983091983095 983089983093983089
Work experience in health care ( = 249)
lt983090983089 983094983088 983090983092983089
983090983089ndash983090983093 983093983091 983090983089983091
983090983094ndash983091983088 983094983091 983090983093983091
gt983091983088 983095983091 983090983097983091
Work experience as nurse manager ( = 252)
lt983093 983095983089 983090983096983090
983093ndash983097 983094983093 983090983093983096
983089983088ndash983089983092 983092983095 983089983096983095
gt983089983092 983094983097 983090983095983091
Updating education in leadership ( = 252)
Yes 983090983091983095 983097983092983088
No 983089983093 983094983088
Reading proessional journals ( = 252)
Yes 983090983089983094 983096983093983095
No 983091983094 983089983092983091
Reading scienti1047297c journals ( = 252)
Yes 983089983089983091 983092983092983096
No 983089983091983097 983093983093983090
Searching inormation rom internet ( = 252)
Yes 983089983095983091 983094983096983095
No 983095983097 983091983089983091
Discussing with colleagues ( = 252)
Yes 983090983090983088 983096983095983091
No 983091983090 983089983090983095
Consulting experts ( = 252)
Yes 983097983089 983091983094983089
No 983089983094983089 983094983091983097
Number o employees ( = 247)
lt983090983088 983094983097 983090983096983090
983090983088ndash983090983092 983094983094 983090983094983097
983090983093ndash983090983097 983092983094 983089983096983096
gt983090983097 983094983092 983090983094983089
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 49
983092 ISRN Nursing
983137983138983148983141 983090 Nurse managersrsquo leadership styles in health centre wards
Leadership style Mean SD
Visionary 983092983093983089 983088983091983095
Coaching 983092983092983093 983088983091983096
Affiliate 983092983091983091 983088983091983097
Democratic 983092983091983097 983088983091983093Commanding 983090983097983095 983088983093983093
Isolating 983090983092983089 983088983093983089
3 Results and Discussion
983091983089 Participantsrsquo Background Data Almost all participantswere emale (983097983095983094) with an average age o 983093983088983093983088 years(SD = 7096) Over hal o the nurse managers (983094983089983094)were specialized nurses and 983089983093983089 had undertaken higher
vocational training Te majority o the respondents (983097983092983088)had participated in updating education in leadership Te
majority o the participants had worked in health care ormore than 983089983093 years (983097983091983092) Tey had an average o 983090983094983091983089years (SD = 7715) o working experience in health care Teaverage duration o working experience as a nurse managerwas 983089983088983090983089 years (SD = 7934) Most o the nurse managers(983097983092) had participated in updating education Some nursemanagers (983089983091) reported that they led more than one healthcentre ward Te average number o patients was 983091983092983097983094 (SD =
14064) and the average number o employees was 983090983093983093983096(SD = 11777)
983091983090 Nurse Managersrsquo Leadership Styles and Teir Perceptionsof the Importance of the Different Leadership Styles All sixleadership stylesmdashvisionary coaching affiliate democraticcommanding and isolatingmdashwere re1047298ected on Te 1047297ndingso the mean scores or the leadership styles as indicatedin able 983090 revealed that visionary leadership style receivedthe highest rating (1038389 = 451) and isolating leadershipstyle received the lowest rating (1038389 = 241) Te resultso the nurse managersrsquo perceptions o the importance o different leadership styles show that almost all respondents inevery age group considered our leadership stylesmdashvisionarycoaching affiliate and democraticmdashas being very importantor important (able 983091) Te number o employees was notstatistically signi1047297cantly linked with any o the leadershipstyles
Over hal o the nurse managers (983094983093983094) reported thatthey considered visionary leadership style to be very impor-tant Te rest o the respondents reported visionary lead-ership to be important (983091983091983094) or rather important (983088983096)Regardless o respondentsrsquo education over 983094983088 reported that
visionary leadership style is very important 983095983091983089 o nursemanagers with more than 983089983093 years o working experienceconsidered visionary leadership style to be very important
983093983093983095 o the respondents reported coaching leadershipstyle to be very important It was most requently reportedto be very important by nurse managers over the age o 983093983093(983094983097983095) and least requently by those aged 983093983089 to 983093983093 years(983092983089983089) O the nurse managers with nurse education 983093983095983097
reported coaching leadership style to be very important Teimportance o coaching leadership style was recognizedmoreofen by nurse managers who had participated in updatingeducation in leadership (1103925 = 0000) 983094983091 o the respondentswith 983089983088 to 983089983093 years o work experience as a nurse managerconsidered coaching leadership style to be very important
Less than hal o the nurse managers (983092983091983089) reported affiliateleadership style to be very important while more thanhal (983093983093983091) in all age groups considered it important O the nurse managers with nurse education 983093983090983094 reportedaffiliate leadership style to be very important while 983091983093983089o the nurse managers with MS education reported it tobe very important Regardless o respondentsrsquo length o work experience as nurse manager 983092983090983092 considered affiliateleadership style to be very important while 983093983094983088 consideredit important
A democratic leadership style was reported to be very important by hal o the respondents (983093983089983095) It was mostrequently (983094983088) reported to be very important by nursemanagers under the age o 983092983094 years and least requently by those aged rom 983093983089 to 983093983093 years (983092983089983096) 983093983094983094 o thenurse managers with nurse education reported democraticleadership style to be very important while 983092983091983090 o nursemanagers with MS education reported it to be very impor-tant Regardless o respondentsrsquo length o work experience asnurse manager 983093983088983096 reported democratic leadership styleto be very important and 983092983096983096 to be important
Over hal o the nurse managers reported commandingleadership style to be rather important (983094983089983089) while 983089983093983092considered it rather unimportant Regardless o respondentsrsquoeducation almost 983094983093 reported that commanding leadershipstyle is rather important 983090983090983090 o the nurse managers with983093 to 983097 years o work experience considered commandingleadership style not at all important Regardless o respon-dentsrsquo age education or length o work experience as nursemanager isolating leadership style was reported to be ratherimportant by hal o the respondents (983093983091983097) and ratherunimportant by 983092983091
983091983091 Nurse Managersrsquo Perceptions of Teir Skills and Knowledgein Leadership Styles Few nurse managers (983095983090) reportedthat they did not have at all sufficient skills and knowledgewhile two-thirds o the nurse managers (983094983092) reported thatthey did not have quite sufficient skills and knowledge in
visionary leadership style Not quite sufficient skills and
knowledge in this leadership style were reported by one inten o the nurse managers aged rom 983091983090 to 983092983093 years (983097983089)nurse managers with nurse education (983089983088983095) and nursemanagers with less than 983093 years o work experience as nursemanager (983089983088983089) Nurse managersrsquo skills and knowledge in
visionary leadership style became better with the increasingwork experience (1103925 = 0005)
wo-thirds (983094983092983096) o the nurse managers thought they had rather sufficient skills and one-ourth thought (983090983093983094)they had sufficient skills and knowledge in coaching lead-ership style One in every ten respondents (983097983096) reportedthat they did not have quite sufficient skills and knowledgein this leadership style while 983089983089983092 o the respondents
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 59
ISRN Nursing 983093
983137983138983148983141 983091 Nurse managersrsquo perceptions o the importance o different leadership styles
Background dataVery
important()
Important()
Ratherimportant
()
Rather littleimportant
()
Not at allimportant
()
Visionary leadership style
Age
983091983090ndash983092983093 983095983090983095 983090983093983093 983089983096 983088983088 983088983088
983092983094ndash983093983088 983094983091983096 983091983092983096 983089983092 983088983088 983088983088
983093983089ndash983093983093 983093983093983094 983092983092983092 983088983088 983088983088 983088983088
983093983094ndash983094983093 983094983097983096 983091983088983090 983088983088 983088983088 983088983088
Coaching leadership style
Age
983091983090ndash983092983093 983092983096983090 983093983089983096 983088983088 983088983088 983088983088
983092983094ndash983093983088 983094983088983091 983091983094983096 983090983097 983088983088 983088983088
983093983089ndash983093983093 983092983089983089 983093983095983089 983089983096 983088983088 983088983088
983093983094ndash983094983093 983094983097983095 983091983088983091 983088983088 983088983088 983088983088
Affiliate leadership style
Age
983091983090ndash983092983093 983091983097983091 983094983088983095 983088983088 983088983088 983088983088
983092983094ndash983093983088 983092983092983097 983093983090983090 983090983097 983088983088 983088983088
983093983089ndash983093983093 983091983093983095 983094983090983093 983089983096 983088983088 983088983088
983093983094ndash983094983093 983093983088983096 983092983095983095 983089983093 983088983088 983088983088
Democratic leadership style
Age
983091983090ndash983092983093 983094983088983088 983092983088983088 983088983088 983088983088 983088983088
983092983094ndash983093983088 983093983093983090 983092983091983091 983089983093 983088983088 983088983088
983093983089ndash983093983093 983092983089983096 983093983096983090 983088983088 983088983088 983088983088
983093983094ndash983094983093 983092983097983090 983093983088983096 983088983088 983088983088 983088983088
Commanding leadership style
Age
983091983090ndash983092983093 983088983088 983091983088983092 983094983088983095 983096983097 983088983088
983092983094ndash983093983088 983089983093 983095983094 983095983090983095 983089983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983095983097 983093983095983089 983090983093983088 983088983088
983093983094ndash983094983093 983088983088 983090983090983090 983094983096983091 983097983093 983088983088
Isolating leadership style
Age
983091983090ndash983092983093 983088983088 983088983088 983092983097983088 983093983089983088 983088983088
983092983094ndash983093983088 983088983088 983091983088 983091983096983096 983093983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983097 983091983096983097 983093983097983091 983088983088
983093983094ndash983094983093 983088983088 983093983090 983092983094983094 983092983094983094 983089983095
with specialized nurse education reported this It was mostrequently reported by nurse managers who had less than 983093to 983097 years o work experience as nurse managers (983089983095983093)
Regardless o age or education some nurse managersreported that they (983089983089983093) had not quite sufficient two-thirdsthat they (983094983094983095) had rather sufficient and almost one-third (983090983096983096) that they had sufficient skills and knowledgein affiliate leadership style Older nurse managers had betterskills and knowledge in affiliate leadership style than youngernurse managers (1103925 = 0005) Every 1047297fh (983090983088983088) o the
respondents with 983093 to 983097 years o work experience as nursemanager reported that they did not have quite sufficient skillsand knowledge in this style Nurse managers with long-termwork experience as managers had better skills and knowledgein affiliate leadership style than managers with shorter work experience (1103925 = 0003) Managers o big units with a largenumber o employees hadless skills andknowledge in affiliateleadership style than managers o small units (1103925 = 0003)
Almost all o the nurse managers evaluated that they had rather sufficient (983093983092983091) or sufficient (983092983090983092) knowledge
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 69
983094 ISRN Nursing
and skills in democratic leadership style Nurse managersrsquoupdating education in leadership increased their skills andknowledge in democratic leadership style (1103925 = 0005)Having knowledge and skills in commanding leadership stylewas reported to be rather sufficient by 983094983089983095 o the nursemanagers and sufficient by 983091983088 One tenth (983089983088983088) o the
nurse managers with specialized nurse education reportedthat they did not have quite sufficient skills and knowledgein this style Nurse managers with shorter work experienceas managers had less skills and knowledge in commandingleadership style than nurse managers with longer work experience (1103925 = 0025)
Over two-thirds (983094983096983093) o the nurse managers reportedthat they had sufficient skills in isolating leadership styleNurse managersrsquo participation in updating educationincreased their skills and knowledge in isolating leadershipstyle (1103925 = 0003) A summary o the nurse managersrsquoperceptions o their skills and knowledge in leadership stylesand the importance o these styles without background
variables is presented in able 983092
983091983092 Discussion Based on data rom 983090983092983094 nurse managersworking in health centre wards this study set out to explorenurse managersrsquo leadership styles and their perceptions o theimportance o the different leadership styles and their skillsand knowledge in leadership styles oday nurse managershave to use leadership styles that are appropriate or theconstantly changing and complex health care system [983091983089]Te1047297ndings o this study suggest that nurse managers most ofenused visionary coaching affiliate and democratic leadershipstyles Commanding and isolating leadership styles werereported to be less requently used A previous study oundaffiliate and coaching leadership styles to be most common[983091983090] According to the results regardless o respondentsrsquolength o work experience over 983095983088 considered visionarycoaching and affiliate leadership styles to be important Itis remarkable that at the same time approximately 983090983093 o respondents with less than ten years o work experience asnurse managers reported that they had sufficient skills andknowledge in these leadership styles
Considered as a challenge or nursing science andmanagement evidence-based practice could be seen as anongoing desirable vision A key question is how appropriateskills nurse managers have in utilising nursing research1047297ndings and translating them into practice [983089983096] According
to earlier research 1047297ndings nurse managers wish or moretime to articulate their vision[983091983091] while nurses emphasizetheimportance o making the vision understandable by provid-ing inormation about current issues [983090983096] Tese perceptionsprobably show a contradiction between the vision o theorganization and the skills and resources available or itsimplementation
Nurse managersrsquo skills and knowledge in visionary lead-ership style improved with the increasing work experienceTis is likely due to the act that when nurse managershave worked longer in the organizations they have becomeacquainted with the strategy and vision o the organizationand may have participated in creating the vision It is
important to bear in mind that especially new nursemanagersneed education in orderto be betterable to lead otherstowardthe vision
Tere is a generational shif going on among nurses andyoung nurses have thoughts o giving up nursing Teir expe-rience o job satisaction and opportunities or development
ispoor[983094] Older nurses have their own expectations o workIn a Swedish study inormants described that leadershipworks when it is built on relationships that contribute to awell-unctioning work unit promoting a positive atmosphere[983091983092] rust and job satisaction have strong links with greatercommitment and intent to stay on at work [983091983093] I nursemanagers want to advance collaboration among generationsa positive and understanding attitude is needed Te mostimportant thing is that nursesare committedto their patientsand nurse managers are committed to supporting thesenurses despite generational differences [983091983094] However it isimportant to remember that creating harmony does noteliminate the act that employees sometimes eel resentmentand have different opinions [983091983090]
Continuing education o the employees is one o theeatures o inrastructure the magnethospital nurse managersemphasized because nurses were not able to keep up-to-date with their proession and newest treatment and caremodalities [983091983095] However even though attitudes towards acoaching leadership style were positivemdashalmost all respon-dents considered it to be important or very importantmdashone in ten respondents estimated their skills and knowledgeto be insufficient Health care organizations are undergoingchanges which puts pressureon nurse managers andemploy-ees to modiy anddevelop their work even though it providesopportunities or doing so At the same time nursing scienceand practice are 1047297ghting to maintain their position Tere-ore nurse managers with a coaching leadership style needstrength and assertiveness in times o change to be able tolead employees in an environment where they are noticed asirreplaceable partners within the organization [983089983095]
Nurse managers in Finland usually have nurse educa-tion specialized nurse education andor academic education(MS) Nurse managers need updating education to developtheir own proessional abilities Moreover they need knowl-edgeo nursing science and practiceso asto be ableto managethe work unit as a whole Nurse managers should know how to argue decisions in order to get employees to commit totheir work and changes On the other hand nurse managersneed these skills also when they discuss evidence-based
nursing in connection with efficiency (providing nursingcare with the appropriate level o staff) and effectiveness(achieving desired outcomes) in nursing [983089983096] When theorganization drafs a new strategy and vision or the utureincluding nursing practice the nurse manager is the key person to examine nursing and its resources
A democratic participative leadership style allows nursesto become involved in decisions regarding patient care deliv-ery and cooperation with other personnel groups [983091983095] Tisprobably increases nursesrsquo job satisaction and commitmentto work On the contrary it has been noted that some nursemanagers do not stand out as leaders but as team membersTis means that the nurse managerrsquos own tasks could be
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 79
ISRN Nursing 983095
983137983138983148983141 983092 Nurse managersrsquo perceptions o their skills and knowledge on leadership styles
How adequate are my knowledge and skills
Not at allsufficient
Not quitesufficient
RatherSufficient
sufficient
Visionary leadership style 983095983090 983094983092983088 983090983096983096 983088983088
Coaching leadership style 983088983088 983097983094 983094983092983096 983090983093983094Affiliate leadership style 983088983088 983089983089983093 983094983094983095 983090983096983096
Democratic leadership style 983088983088 983091983090 983093983092983090 983092983090983094
Commanding leadership style 983088983088 983096983096 983094983089983090 983091983088983088
Isolating leadership style 983088983092 983089983090 983090983097983097 983094983096983093
o secondary importance [983090983096] However it is important toremember that there are situations in which nurse managershave to make difficult decisions Decision-making is acili-tated by sufficient knowledge work experience and supportrom colleagues and supervisors
In the uture well-motivated proessionally developing
nurses are needed in health centre wards in Finland At thesame time nurse managers will need skills and knowledgeto lead their work units in a visionary manner Work unitsemployees and situations differ and it could be said that thereis no one and only correct leadership style the same resultcan be achieved in many ways Te behaviour o emotionally intelligent leaders stimulates the creativity o their employees[983091983096] Nursemanagerrsquos ability to re1047298ect on their ownbehaviourmakes it easier to regulate and estimate their leadershipstyle with different employees in different situations It isimportant to arrange enough updating education to supportnurse managers in their leadership work
983091983093 Limitations Te questionnaire used in this study wasbased on the leadership styles presented by Goleman etal [983090983088] and earlier research o Vesterinen et al [983090983095 983090983096]Goleman et al [983090983088] described primal leadership whichrequires the leader to bring emotional intelligence (EI) tobear on hisher leadership Te complex phenomenon o emotional intelligence in nursing leadership is under theconsideration o criticism It is essential to have prooundknowledge o EI and its scienti1047297c critique when integratingthe concept into nursing research [983091983097] On the other hand thecontent o the questionnaire was evaluatedby an expert panelwhich consisted o nurse managers working in differenttypes o hospital wards On the basis o this evaluation
the indicator used in this study can be considered valid interms o the concepts used or studying nurse managersrsquoleadership styles in health centre hospital wards Te valueo Cronbachrsquos alpha used to study the internal consistency between the six sum variables was between 983088983094 and 983088983095 whichcould be considered as sufficient [983092983088] Te study has somelimitations Te results achieved may not necessarily give atrue picture o the nurse managersrsquo skills and knowledge inthe use o different leadership styles as nurse managersrsquo skillsand knowledge were only estimated by the nurse managersthemselves not their employees or supervisors In this studythe sample consisted o Finnish nurse managers thereorethe results re1047298ect only their perceptions o leadership styles
4 Conclusions
Health care organizations are undergoing continuingchanges and vision should be present at all times Employeesneed new skills and knowledge to be able to manage theirwork At the same time they hope that their individual
needs are taken into account by the nurse managers Nursemanagersrsquo abilities to re1047298ect understand and i necessarychange their leadership style in1047298uence a work unitrsquos successand employeesrsquo job satisaction Nurse managers especially new nurse managers need more theoretic evidence-basededucation to cope with these expectations and to developtheir proessional abilities
Health care organizations should draw up visions o nursing leadership in the uture ogether with universitiesthey should start planning nurse manager education pro-grammes that ocus on strategic issues leadership job sat-isaction challenging situations in leadership change man-agement work unit management (eg economy efficiency
and resources) and how nurse managers consider their ownwellbeing It is important that nurse managers have peergroupsand mentors or helping them to develop as managersIt is health care organizationsrsquo responsibility to set up a clear
vision and goals and make the successul nurse leadershippossible as part o multiproessional cooperation
Acknowledgment
Tis research was1047297nancially supported by EVO unding romthe Lapland Hospital District
References
[983089] C Huston ldquoPreparing nurse leaders or 983090983088983090983088rdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983088983093ndash983097983089983089 983090983088983088983096
[983090] M Carney ldquoLeadership in nursing current and uture perspec-tives and challengesrdquo Journal of Nursing Management vol 983089983095no 983092 pp 983092983089983089ndash983092983089983092 983090983088983088983097
[983091] H K Spence Laschinger P Wilk J Cho and P GrecoldquoEmpowerment engagement and perceived effectiveness innursing work environments does experience matterrdquo Journal of Nursing Management vol 983089983095 no 983093 pp 983094983091983094ndash983094983092983094 983090983088983088983097
[983092] Statistics Finland ldquoPopulation projection 983090983088983088983097ndash983090983088983094983088rdquo httpwwwstat1047297tilvaenn983090983088983088983097vaenn 983090983088983088983097 983090983088983088983097-983088983097-983091983088 tie 983088983088983089enhtml
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 89
983096 ISRN Nursing
[983093] National Institute or Health and Welare ldquoSosiaali-ja tervey-denhuollon henkil ost o 983090983088983088983095 rdquo Statistical report in Finland 983095983090983088983089983088httpwwwstakes1047297tilastottilastotiedotteet983090983088983089983088r983088983095 983089983088pd
[983094] M Flinkman M Laine H Leino-Kilpi H M Hasselhornand S Salantera ldquoExplaining young registered Finnish nursesrsquointention to leave the proession a questionnaire surveyrdquoInternational Journal of Nursing Studies vol 983092983093 no 983093 pp 983095983090983095ndash983095983091983097 983090983088983088983096
[983095] D C Espinoza A Lopez-Saldana and J S Stonestreet ldquoTepivotal role o the nurse manager in healthy workplaces impli-cations or training and developmentrdquo Critical Care Nursing Quarterly vol 983091983090 no 983092 pp 983091983090983095ndash983091983091983092 983090983088983088983097
[983096] Cowden G Cummings and J Proetto-Mcgrath ldquoLead-ership practices and staff nursesrsquo intent to stay a systematicreviewrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983094983089ndash983092983095983095 983090983088983089983089
[983097] A A Farag S ullai-Mcguinness and M K Anthony ldquoNursesrsquoperception o their managerrsquos leadership style and unit climateare there generational differencesrdquo Journal of Nursing Manage-ment vol 983089983095 no 983089 pp 983090983094ndash983091983092 983090983088983088983097
[983089983088] A M omey ldquoNursing leadership and management effectswork environmentsrdquo Journal of Nursing Management vol 983089983095 no983089 pp 983089983093ndash983090983093 983090983088983088983097
[983089983089] J Casida and J Parker ldquoStaff nurse perceptions o nursemanager leadership styles and outcomesrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983095983096ndash983092983096983094 983090983088983089983089
[983089983090] D L Huber M Maas J McCloskey C A Scherb C JGoode and C Watson ldquoEvaluating nursing administrationinstrumentsrdquo Journal of Nursing Administration vol 983091983088 no 983093pp 983090983093983089ndash983090983095983090 983090983088983088983088
[983089983091] M Suhonen and L Paasivaara ldquoSharedhuman capital in projectmanagement a systematic review o the literaturerdquo Project Management Journal vol 983092983090 no 983090 pp 983092ndash983089983094 983090983088983089983089
[983089983092] J eperi M E Porter L Vuorenkoski and J F Baron ldquoTe
Finnish health care system a value-based perspectiverdquo SitraReports 983096983090 Edita Prima Ltd Helsinki Finland 983090983088983088983097
[983089983093] Ministry o Social affairs and Health 983090983088983089983088 ldquoerveydenhuolto-lakirdquo httpwwwstm1047297vireillalainsaadantohankkeetsosiaali ja terveydenhuoltoterveydenhuoltolaki
[983089983094] National Institute or Health and Welare ldquoerveyskeskusten perusterveydenhuollon vuodeosastohoito 983090983088983088983096rdquo Official statis-tics in Finland 983090983088983089983088 httpwwwstakes1047297tilastottilastotiedot-teet983090983088983089983088r983088983089 983089983088pd
[983089983095] S Watters ldquoShared leadership taking 1047298ightrdquo Journal of Nursing Administration vol 983091983097 no 983089 pp 983090983094ndash983090983097 983090983088983088983097
[983089983096] R P Newhouse ldquoCreating inrastructure supportive o ev-idence-based nursing practice leadership strategiesrdquo World-views on Evidence-Based Nursing vol 983092 no 983089 pp 983090983089ndash983090983097 983090983088983088983095
[983089983097] D Weberg ldquoransormational leadership and staff retentionan evidence review with implications or healthcare systemsrdquoNursing Administration Quarterly vol 983091983092 no 983091 pp 983090983092983094ndash983090983093983096983090983088983089983088
[983090983088] D Goleman R Boyatzis and A McKee Primal LeadershipRealizing the Power of Emotional Intelligence Harvard BusinessSchool Press Boston Mass USA 983090983088983088983090
[983090983089] K Akerjordet and E Severinsson ldquoEmotionally intelligentnurse leadership a literature review studyrdquo Journal of Nursing Management vol 983089983094 no 983093 pp 983093983094983093ndash983093983095983095 983090983088983088983096
[983090983090] R Feather ldquoEmotional intelligence in relation to nursingleadership does it matterrdquo Journalof Nursing Management vol983089983095 no 983091 pp 983091983095983094ndash983091983096983090 983090983088983088983097
[983090983091] C Young-Ritchie H K Spence Laschinger and C Wong ldquoTeeffects o emotionally intelligent leadership behaviour on emer-gency staff nursesrsquo workplace empowerment and organizationalcommitmentrdquo Nursing Leadership vol 983090983090 no 983089 pp 983095983088ndash983096983093983090983088983088983097
[983090983092] A McCallin and A Bamord ldquoInterdisciplinary teamworkis the in1047298uence o emotional intelligence ully appreciatedrdquo Journal of Nursing Management vol 983089983093 no 983092 pp 983091983096983094ndash983091983097983089 983090983088983088983095
[983090983093] V LucasH K SpenceLaschinger and C A Wong ldquoTe impacto emotional intelligent leadership on staff nurse empower-ment the moderating effect o span o controlrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983094983092ndash983097983095983091 983090983088983088983096
[983090983094] S Vesterinen A Isola and L Paasivaara ldquoHoitoty on johtajien johtamistyylitutkimus vuosina 983089983097983097983092-983090983088983088983094rdquo Premissi no 983094 pp983091983094ndash983092983092 983090983088983088983095 (Finnish)
[983090983095] S Vesterinen A Isola and L Paasivaara ldquoLeadership styles o Finnish nurse managers and actors in1047298uencing itrdquo Journal of Nursing Management vol 983089983095 no 983092 pp 983093983088983091ndash983093983088983097 983090983088983088983097
[983090983096] S Vesterinen M Suhonen A Isola and L Paasivaara ldquoNursemanagersrsquo leadership styles in Finlandrdquo Nursing Research and
Practice vol 983090983088983089983090 Article ID 983094983088983093983091983095983097 983096 pages 983090983088983089983090[983090983097] N Burns and S K Grove Te Practise of Nursing Research WB
Saunders Company Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983088] B Munro Statistical Methods For the Health Care Research Lippincott Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983089] J Casida and G Pinto-Zipp ldquoLeadership-organizational culturerelationship in nursing units o acute care hospitalsrdquo Nursing Economics vol 983090983094 no 983089 pp 983095ndash983089983093 983090983088983088983096
[983091983090] P Kenmore ldquoExploring leadership stylesrdquo Nursing Manage-ment vol 983089983093 no 983089 pp 983090983092ndash983090983094 983090983088983088983096
[983091983091] I W Graham and E Jack ldquoPromoting leadership the devel-opment o a nurse executive team in an acute hospital trustrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983093983093ndash983097983094983091983090983088983088983096
[983091983092] K Rosengren E Athlin and K Segesten ldquoPresence and avail-ability staff conceptions o nursing leadership on an intensivecare unitrdquo Journal of Nursing Management vol 983089983093 no 983093 pp983093983090983090ndash983093983090983097 983090983088983088983095
[983091983093] C Way D Gregory J Davis et al ldquoTe impact o organizationalculture on clinical managersrsquo organizational commitment andturnover intentionsrdquo Journal of Nursing Administration vol 983091983095no 983093 pp 983090983091983093ndash983090983092983090 983090983088983088983095
[983091983094] J S Mensik ldquoA view on generational differences rom ageneration X leaderrdquo Journal of Nursing Administration vol 983091983095no 983089983089 pp 983092983096983091ndash983092983096983092 983090983088983088983095
[983091983095] V V Upenieks ldquoWhat constitutes effective leadership per-ceptions o magnet and nonmagnet nurse leadersrdquo Journal of
Nursing Administration vol 983091983091 no 983097 pp 983092983093983094ndash983092983094983095 983090983088983088983091[983091983096] A Rego F Sousa M Pina e Cunha A Correia and I
Saur-Amaral ldquoLeader sel-reported emotional intelligence andperceived employee creativity an exploratory studyrdquo Creativity and Management vol 983089983094 no 983091 pp 983090983093983088ndash983090983094983092 983090983088983088983095
[983091983097] K Akerjordet and E Severinsson ldquoTe state o the scienceo emotional intelligence related to nursing leadership anintegrative reviewrdquo Journal of Nursing Management vol 983089983096 no983092 pp 983091983094983091ndash983091983096983090 983090983088983089983088
[983092983088] D Politand B Hungler Essentials of Nursing Research Methods Appraisal and Utilization Lippincott Philadelphia Pa USA983092th edition 983089983097983097983095
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 99
Submit your manuscripts at
httpwwwhindawicom
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 49
983092 ISRN Nursing
983137983138983148983141 983090 Nurse managersrsquo leadership styles in health centre wards
Leadership style Mean SD
Visionary 983092983093983089 983088983091983095
Coaching 983092983092983093 983088983091983096
Affiliate 983092983091983091 983088983091983097
Democratic 983092983091983097 983088983091983093Commanding 983090983097983095 983088983093983093
Isolating 983090983092983089 983088983093983089
3 Results and Discussion
983091983089 Participantsrsquo Background Data Almost all participantswere emale (983097983095983094) with an average age o 983093983088983093983088 years(SD = 7096) Over hal o the nurse managers (983094983089983094)were specialized nurses and 983089983093983089 had undertaken higher
vocational training Te majority o the respondents (983097983092983088)had participated in updating education in leadership Te
majority o the participants had worked in health care ormore than 983089983093 years (983097983091983092) Tey had an average o 983090983094983091983089years (SD = 7715) o working experience in health care Teaverage duration o working experience as a nurse managerwas 983089983088983090983089 years (SD = 7934) Most o the nurse managers(983097983092) had participated in updating education Some nursemanagers (983089983091) reported that they led more than one healthcentre ward Te average number o patients was 983091983092983097983094 (SD =
14064) and the average number o employees was 983090983093983093983096(SD = 11777)
983091983090 Nurse Managersrsquo Leadership Styles and Teir Perceptionsof the Importance of the Different Leadership Styles All sixleadership stylesmdashvisionary coaching affiliate democraticcommanding and isolatingmdashwere re1047298ected on Te 1047297ndingso the mean scores or the leadership styles as indicatedin able 983090 revealed that visionary leadership style receivedthe highest rating (1038389 = 451) and isolating leadershipstyle received the lowest rating (1038389 = 241) Te resultso the nurse managersrsquo perceptions o the importance o different leadership styles show that almost all respondents inevery age group considered our leadership stylesmdashvisionarycoaching affiliate and democraticmdashas being very importantor important (able 983091) Te number o employees was notstatistically signi1047297cantly linked with any o the leadershipstyles
Over hal o the nurse managers (983094983093983094) reported thatthey considered visionary leadership style to be very impor-tant Te rest o the respondents reported visionary lead-ership to be important (983091983091983094) or rather important (983088983096)Regardless o respondentsrsquo education over 983094983088 reported that
visionary leadership style is very important 983095983091983089 o nursemanagers with more than 983089983093 years o working experienceconsidered visionary leadership style to be very important
983093983093983095 o the respondents reported coaching leadershipstyle to be very important It was most requently reportedto be very important by nurse managers over the age o 983093983093(983094983097983095) and least requently by those aged 983093983089 to 983093983093 years(983092983089983089) O the nurse managers with nurse education 983093983095983097
reported coaching leadership style to be very important Teimportance o coaching leadership style was recognizedmoreofen by nurse managers who had participated in updatingeducation in leadership (1103925 = 0000) 983094983091 o the respondentswith 983089983088 to 983089983093 years o work experience as a nurse managerconsidered coaching leadership style to be very important
Less than hal o the nurse managers (983092983091983089) reported affiliateleadership style to be very important while more thanhal (983093983093983091) in all age groups considered it important O the nurse managers with nurse education 983093983090983094 reportedaffiliate leadership style to be very important while 983091983093983089o the nurse managers with MS education reported it tobe very important Regardless o respondentsrsquo length o work experience as nurse manager 983092983090983092 considered affiliateleadership style to be very important while 983093983094983088 consideredit important
A democratic leadership style was reported to be very important by hal o the respondents (983093983089983095) It was mostrequently (983094983088) reported to be very important by nursemanagers under the age o 983092983094 years and least requently by those aged rom 983093983089 to 983093983093 years (983092983089983096) 983093983094983094 o thenurse managers with nurse education reported democraticleadership style to be very important while 983092983091983090 o nursemanagers with MS education reported it to be very impor-tant Regardless o respondentsrsquo length o work experience asnurse manager 983093983088983096 reported democratic leadership styleto be very important and 983092983096983096 to be important
Over hal o the nurse managers reported commandingleadership style to be rather important (983094983089983089) while 983089983093983092considered it rather unimportant Regardless o respondentsrsquoeducation almost 983094983093 reported that commanding leadershipstyle is rather important 983090983090983090 o the nurse managers with983093 to 983097 years o work experience considered commandingleadership style not at all important Regardless o respon-dentsrsquo age education or length o work experience as nursemanager isolating leadership style was reported to be ratherimportant by hal o the respondents (983093983091983097) and ratherunimportant by 983092983091
983091983091 Nurse Managersrsquo Perceptions of Teir Skills and Knowledgein Leadership Styles Few nurse managers (983095983090) reportedthat they did not have at all sufficient skills and knowledgewhile two-thirds o the nurse managers (983094983092) reported thatthey did not have quite sufficient skills and knowledge in
visionary leadership style Not quite sufficient skills and
knowledge in this leadership style were reported by one inten o the nurse managers aged rom 983091983090 to 983092983093 years (983097983089)nurse managers with nurse education (983089983088983095) and nursemanagers with less than 983093 years o work experience as nursemanager (983089983088983089) Nurse managersrsquo skills and knowledge in
visionary leadership style became better with the increasingwork experience (1103925 = 0005)
wo-thirds (983094983092983096) o the nurse managers thought they had rather sufficient skills and one-ourth thought (983090983093983094)they had sufficient skills and knowledge in coaching lead-ership style One in every ten respondents (983097983096) reportedthat they did not have quite sufficient skills and knowledgein this leadership style while 983089983089983092 o the respondents
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 59
ISRN Nursing 983093
983137983138983148983141 983091 Nurse managersrsquo perceptions o the importance o different leadership styles
Background dataVery
important()
Important()
Ratherimportant
()
Rather littleimportant
()
Not at allimportant
()
Visionary leadership style
Age
983091983090ndash983092983093 983095983090983095 983090983093983093 983089983096 983088983088 983088983088
983092983094ndash983093983088 983094983091983096 983091983092983096 983089983092 983088983088 983088983088
983093983089ndash983093983093 983093983093983094 983092983092983092 983088983088 983088983088 983088983088
983093983094ndash983094983093 983094983097983096 983091983088983090 983088983088 983088983088 983088983088
Coaching leadership style
Age
983091983090ndash983092983093 983092983096983090 983093983089983096 983088983088 983088983088 983088983088
983092983094ndash983093983088 983094983088983091 983091983094983096 983090983097 983088983088 983088983088
983093983089ndash983093983093 983092983089983089 983093983095983089 983089983096 983088983088 983088983088
983093983094ndash983094983093 983094983097983095 983091983088983091 983088983088 983088983088 983088983088
Affiliate leadership style
Age
983091983090ndash983092983093 983091983097983091 983094983088983095 983088983088 983088983088 983088983088
983092983094ndash983093983088 983092983092983097 983093983090983090 983090983097 983088983088 983088983088
983093983089ndash983093983093 983091983093983095 983094983090983093 983089983096 983088983088 983088983088
983093983094ndash983094983093 983093983088983096 983092983095983095 983089983093 983088983088 983088983088
Democratic leadership style
Age
983091983090ndash983092983093 983094983088983088 983092983088983088 983088983088 983088983088 983088983088
983092983094ndash983093983088 983093983093983090 983092983091983091 983089983093 983088983088 983088983088
983093983089ndash983093983093 983092983089983096 983093983096983090 983088983088 983088983088 983088983088
983093983094ndash983094983093 983092983097983090 983093983088983096 983088983088 983088983088 983088983088
Commanding leadership style
Age
983091983090ndash983092983093 983088983088 983091983088983092 983094983088983095 983096983097 983088983088
983092983094ndash983093983088 983089983093 983095983094 983095983090983095 983089983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983095983097 983093983095983089 983090983093983088 983088983088
983093983094ndash983094983093 983088983088 983090983090983090 983094983096983091 983097983093 983088983088
Isolating leadership style
Age
983091983090ndash983092983093 983088983088 983088983088 983092983097983088 983093983089983088 983088983088
983092983094ndash983093983088 983088983088 983091983088 983091983096983096 983093983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983097 983091983096983097 983093983097983091 983088983088
983093983094ndash983094983093 983088983088 983093983090 983092983094983094 983092983094983094 983089983095
with specialized nurse education reported this It was mostrequently reported by nurse managers who had less than 983093to 983097 years o work experience as nurse managers (983089983095983093)
Regardless o age or education some nurse managersreported that they (983089983089983093) had not quite sufficient two-thirdsthat they (983094983094983095) had rather sufficient and almost one-third (983090983096983096) that they had sufficient skills and knowledgein affiliate leadership style Older nurse managers had betterskills and knowledge in affiliate leadership style than youngernurse managers (1103925 = 0005) Every 1047297fh (983090983088983088) o the
respondents with 983093 to 983097 years o work experience as nursemanager reported that they did not have quite sufficient skillsand knowledge in this style Nurse managers with long-termwork experience as managers had better skills and knowledgein affiliate leadership style than managers with shorter work experience (1103925 = 0003) Managers o big units with a largenumber o employees hadless skills andknowledge in affiliateleadership style than managers o small units (1103925 = 0003)
Almost all o the nurse managers evaluated that they had rather sufficient (983093983092983091) or sufficient (983092983090983092) knowledge
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 69
983094 ISRN Nursing
and skills in democratic leadership style Nurse managersrsquoupdating education in leadership increased their skills andknowledge in democratic leadership style (1103925 = 0005)Having knowledge and skills in commanding leadership stylewas reported to be rather sufficient by 983094983089983095 o the nursemanagers and sufficient by 983091983088 One tenth (983089983088983088) o the
nurse managers with specialized nurse education reportedthat they did not have quite sufficient skills and knowledgein this style Nurse managers with shorter work experienceas managers had less skills and knowledge in commandingleadership style than nurse managers with longer work experience (1103925 = 0025)
Over two-thirds (983094983096983093) o the nurse managers reportedthat they had sufficient skills in isolating leadership styleNurse managersrsquo participation in updating educationincreased their skills and knowledge in isolating leadershipstyle (1103925 = 0003) A summary o the nurse managersrsquoperceptions o their skills and knowledge in leadership stylesand the importance o these styles without background
variables is presented in able 983092
983091983092 Discussion Based on data rom 983090983092983094 nurse managersworking in health centre wards this study set out to explorenurse managersrsquo leadership styles and their perceptions o theimportance o the different leadership styles and their skillsand knowledge in leadership styles oday nurse managershave to use leadership styles that are appropriate or theconstantly changing and complex health care system [983091983089]Te1047297ndings o this study suggest that nurse managers most ofenused visionary coaching affiliate and democratic leadershipstyles Commanding and isolating leadership styles werereported to be less requently used A previous study oundaffiliate and coaching leadership styles to be most common[983091983090] According to the results regardless o respondentsrsquolength o work experience over 983095983088 considered visionarycoaching and affiliate leadership styles to be important Itis remarkable that at the same time approximately 983090983093 o respondents with less than ten years o work experience asnurse managers reported that they had sufficient skills andknowledge in these leadership styles
Considered as a challenge or nursing science andmanagement evidence-based practice could be seen as anongoing desirable vision A key question is how appropriateskills nurse managers have in utilising nursing research1047297ndings and translating them into practice [983089983096] According
to earlier research 1047297ndings nurse managers wish or moretime to articulate their vision[983091983091] while nurses emphasizetheimportance o making the vision understandable by provid-ing inormation about current issues [983090983096] Tese perceptionsprobably show a contradiction between the vision o theorganization and the skills and resources available or itsimplementation
Nurse managersrsquo skills and knowledge in visionary lead-ership style improved with the increasing work experienceTis is likely due to the act that when nurse managershave worked longer in the organizations they have becomeacquainted with the strategy and vision o the organizationand may have participated in creating the vision It is
important to bear in mind that especially new nursemanagersneed education in orderto be betterable to lead otherstowardthe vision
Tere is a generational shif going on among nurses andyoung nurses have thoughts o giving up nursing Teir expe-rience o job satisaction and opportunities or development
ispoor[983094] Older nurses have their own expectations o workIn a Swedish study inormants described that leadershipworks when it is built on relationships that contribute to awell-unctioning work unit promoting a positive atmosphere[983091983092] rust and job satisaction have strong links with greatercommitment and intent to stay on at work [983091983093] I nursemanagers want to advance collaboration among generationsa positive and understanding attitude is needed Te mostimportant thing is that nursesare committedto their patientsand nurse managers are committed to supporting thesenurses despite generational differences [983091983094] However it isimportant to remember that creating harmony does noteliminate the act that employees sometimes eel resentmentand have different opinions [983091983090]
Continuing education o the employees is one o theeatures o inrastructure the magnethospital nurse managersemphasized because nurses were not able to keep up-to-date with their proession and newest treatment and caremodalities [983091983095] However even though attitudes towards acoaching leadership style were positivemdashalmost all respon-dents considered it to be important or very importantmdashone in ten respondents estimated their skills and knowledgeto be insufficient Health care organizations are undergoingchanges which puts pressureon nurse managers andemploy-ees to modiy anddevelop their work even though it providesopportunities or doing so At the same time nursing scienceand practice are 1047297ghting to maintain their position Tere-ore nurse managers with a coaching leadership style needstrength and assertiveness in times o change to be able tolead employees in an environment where they are noticed asirreplaceable partners within the organization [983089983095]
Nurse managers in Finland usually have nurse educa-tion specialized nurse education andor academic education(MS) Nurse managers need updating education to developtheir own proessional abilities Moreover they need knowl-edgeo nursing science and practiceso asto be ableto managethe work unit as a whole Nurse managers should know how to argue decisions in order to get employees to commit totheir work and changes On the other hand nurse managersneed these skills also when they discuss evidence-based
nursing in connection with efficiency (providing nursingcare with the appropriate level o staff) and effectiveness(achieving desired outcomes) in nursing [983089983096] When theorganization drafs a new strategy and vision or the utureincluding nursing practice the nurse manager is the key person to examine nursing and its resources
A democratic participative leadership style allows nursesto become involved in decisions regarding patient care deliv-ery and cooperation with other personnel groups [983091983095] Tisprobably increases nursesrsquo job satisaction and commitmentto work On the contrary it has been noted that some nursemanagers do not stand out as leaders but as team membersTis means that the nurse managerrsquos own tasks could be
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 79
ISRN Nursing 983095
983137983138983148983141 983092 Nurse managersrsquo perceptions o their skills and knowledge on leadership styles
How adequate are my knowledge and skills
Not at allsufficient
Not quitesufficient
RatherSufficient
sufficient
Visionary leadership style 983095983090 983094983092983088 983090983096983096 983088983088
Coaching leadership style 983088983088 983097983094 983094983092983096 983090983093983094Affiliate leadership style 983088983088 983089983089983093 983094983094983095 983090983096983096
Democratic leadership style 983088983088 983091983090 983093983092983090 983092983090983094
Commanding leadership style 983088983088 983096983096 983094983089983090 983091983088983088
Isolating leadership style 983088983092 983089983090 983090983097983097 983094983096983093
o secondary importance [983090983096] However it is important toremember that there are situations in which nurse managershave to make difficult decisions Decision-making is acili-tated by sufficient knowledge work experience and supportrom colleagues and supervisors
In the uture well-motivated proessionally developing
nurses are needed in health centre wards in Finland At thesame time nurse managers will need skills and knowledgeto lead their work units in a visionary manner Work unitsemployees and situations differ and it could be said that thereis no one and only correct leadership style the same resultcan be achieved in many ways Te behaviour o emotionally intelligent leaders stimulates the creativity o their employees[983091983096] Nursemanagerrsquos ability to re1047298ect on their ownbehaviourmakes it easier to regulate and estimate their leadershipstyle with different employees in different situations It isimportant to arrange enough updating education to supportnurse managers in their leadership work
983091983093 Limitations Te questionnaire used in this study wasbased on the leadership styles presented by Goleman etal [983090983088] and earlier research o Vesterinen et al [983090983095 983090983096]Goleman et al [983090983088] described primal leadership whichrequires the leader to bring emotional intelligence (EI) tobear on hisher leadership Te complex phenomenon o emotional intelligence in nursing leadership is under theconsideration o criticism It is essential to have prooundknowledge o EI and its scienti1047297c critique when integratingthe concept into nursing research [983091983097] On the other hand thecontent o the questionnaire was evaluatedby an expert panelwhich consisted o nurse managers working in differenttypes o hospital wards On the basis o this evaluation
the indicator used in this study can be considered valid interms o the concepts used or studying nurse managersrsquoleadership styles in health centre hospital wards Te valueo Cronbachrsquos alpha used to study the internal consistency between the six sum variables was between 983088983094 and 983088983095 whichcould be considered as sufficient [983092983088] Te study has somelimitations Te results achieved may not necessarily give atrue picture o the nurse managersrsquo skills and knowledge inthe use o different leadership styles as nurse managersrsquo skillsand knowledge were only estimated by the nurse managersthemselves not their employees or supervisors In this studythe sample consisted o Finnish nurse managers thereorethe results re1047298ect only their perceptions o leadership styles
4 Conclusions
Health care organizations are undergoing continuingchanges and vision should be present at all times Employeesneed new skills and knowledge to be able to manage theirwork At the same time they hope that their individual
needs are taken into account by the nurse managers Nursemanagersrsquo abilities to re1047298ect understand and i necessarychange their leadership style in1047298uence a work unitrsquos successand employeesrsquo job satisaction Nurse managers especially new nurse managers need more theoretic evidence-basededucation to cope with these expectations and to developtheir proessional abilities
Health care organizations should draw up visions o nursing leadership in the uture ogether with universitiesthey should start planning nurse manager education pro-grammes that ocus on strategic issues leadership job sat-isaction challenging situations in leadership change man-agement work unit management (eg economy efficiency
and resources) and how nurse managers consider their ownwellbeing It is important that nurse managers have peergroupsand mentors or helping them to develop as managersIt is health care organizationsrsquo responsibility to set up a clear
vision and goals and make the successul nurse leadershippossible as part o multiproessional cooperation
Acknowledgment
Tis research was1047297nancially supported by EVO unding romthe Lapland Hospital District
References
[983089] C Huston ldquoPreparing nurse leaders or 983090983088983090983088rdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983088983093ndash983097983089983089 983090983088983088983096
[983090] M Carney ldquoLeadership in nursing current and uture perspec-tives and challengesrdquo Journal of Nursing Management vol 983089983095no 983092 pp 983092983089983089ndash983092983089983092 983090983088983088983097
[983091] H K Spence Laschinger P Wilk J Cho and P GrecoldquoEmpowerment engagement and perceived effectiveness innursing work environments does experience matterrdquo Journal of Nursing Management vol 983089983095 no 983093 pp 983094983091983094ndash983094983092983094 983090983088983088983097
[983092] Statistics Finland ldquoPopulation projection 983090983088983088983097ndash983090983088983094983088rdquo httpwwwstat1047297tilvaenn983090983088983088983097vaenn 983090983088983088983097 983090983088983088983097-983088983097-983091983088 tie 983088983088983089enhtml
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 89
983096 ISRN Nursing
[983093] National Institute or Health and Welare ldquoSosiaali-ja tervey-denhuollon henkil ost o 983090983088983088983095 rdquo Statistical report in Finland 983095983090983088983089983088httpwwwstakes1047297tilastottilastotiedotteet983090983088983089983088r983088983095 983089983088pd
[983094] M Flinkman M Laine H Leino-Kilpi H M Hasselhornand S Salantera ldquoExplaining young registered Finnish nursesrsquointention to leave the proession a questionnaire surveyrdquoInternational Journal of Nursing Studies vol 983092983093 no 983093 pp 983095983090983095ndash983095983091983097 983090983088983088983096
[983095] D C Espinoza A Lopez-Saldana and J S Stonestreet ldquoTepivotal role o the nurse manager in healthy workplaces impli-cations or training and developmentrdquo Critical Care Nursing Quarterly vol 983091983090 no 983092 pp 983091983090983095ndash983091983091983092 983090983088983088983097
[983096] Cowden G Cummings and J Proetto-Mcgrath ldquoLead-ership practices and staff nursesrsquo intent to stay a systematicreviewrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983094983089ndash983092983095983095 983090983088983089983089
[983097] A A Farag S ullai-Mcguinness and M K Anthony ldquoNursesrsquoperception o their managerrsquos leadership style and unit climateare there generational differencesrdquo Journal of Nursing Manage-ment vol 983089983095 no 983089 pp 983090983094ndash983091983092 983090983088983088983097
[983089983088] A M omey ldquoNursing leadership and management effectswork environmentsrdquo Journal of Nursing Management vol 983089983095 no983089 pp 983089983093ndash983090983093 983090983088983088983097
[983089983089] J Casida and J Parker ldquoStaff nurse perceptions o nursemanager leadership styles and outcomesrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983095983096ndash983092983096983094 983090983088983089983089
[983089983090] D L Huber M Maas J McCloskey C A Scherb C JGoode and C Watson ldquoEvaluating nursing administrationinstrumentsrdquo Journal of Nursing Administration vol 983091983088 no 983093pp 983090983093983089ndash983090983095983090 983090983088983088983088
[983089983091] M Suhonen and L Paasivaara ldquoSharedhuman capital in projectmanagement a systematic review o the literaturerdquo Project Management Journal vol 983092983090 no 983090 pp 983092ndash983089983094 983090983088983089983089
[983089983092] J eperi M E Porter L Vuorenkoski and J F Baron ldquoTe
Finnish health care system a value-based perspectiverdquo SitraReports 983096983090 Edita Prima Ltd Helsinki Finland 983090983088983088983097
[983089983093] Ministry o Social affairs and Health 983090983088983089983088 ldquoerveydenhuolto-lakirdquo httpwwwstm1047297vireillalainsaadantohankkeetsosiaali ja terveydenhuoltoterveydenhuoltolaki
[983089983094] National Institute or Health and Welare ldquoerveyskeskusten perusterveydenhuollon vuodeosastohoito 983090983088983088983096rdquo Official statis-tics in Finland 983090983088983089983088 httpwwwstakes1047297tilastottilastotiedot-teet983090983088983089983088r983088983089 983089983088pd
[983089983095] S Watters ldquoShared leadership taking 1047298ightrdquo Journal of Nursing Administration vol 983091983097 no 983089 pp 983090983094ndash983090983097 983090983088983088983097
[983089983096] R P Newhouse ldquoCreating inrastructure supportive o ev-idence-based nursing practice leadership strategiesrdquo World-views on Evidence-Based Nursing vol 983092 no 983089 pp 983090983089ndash983090983097 983090983088983088983095
[983089983097] D Weberg ldquoransormational leadership and staff retentionan evidence review with implications or healthcare systemsrdquoNursing Administration Quarterly vol 983091983092 no 983091 pp 983090983092983094ndash983090983093983096983090983088983089983088
[983090983088] D Goleman R Boyatzis and A McKee Primal LeadershipRealizing the Power of Emotional Intelligence Harvard BusinessSchool Press Boston Mass USA 983090983088983088983090
[983090983089] K Akerjordet and E Severinsson ldquoEmotionally intelligentnurse leadership a literature review studyrdquo Journal of Nursing Management vol 983089983094 no 983093 pp 983093983094983093ndash983093983095983095 983090983088983088983096
[983090983090] R Feather ldquoEmotional intelligence in relation to nursingleadership does it matterrdquo Journalof Nursing Management vol983089983095 no 983091 pp 983091983095983094ndash983091983096983090 983090983088983088983097
[983090983091] C Young-Ritchie H K Spence Laschinger and C Wong ldquoTeeffects o emotionally intelligent leadership behaviour on emer-gency staff nursesrsquo workplace empowerment and organizationalcommitmentrdquo Nursing Leadership vol 983090983090 no 983089 pp 983095983088ndash983096983093983090983088983088983097
[983090983092] A McCallin and A Bamord ldquoInterdisciplinary teamworkis the in1047298uence o emotional intelligence ully appreciatedrdquo Journal of Nursing Management vol 983089983093 no 983092 pp 983091983096983094ndash983091983097983089 983090983088983088983095
[983090983093] V LucasH K SpenceLaschinger and C A Wong ldquoTe impacto emotional intelligent leadership on staff nurse empower-ment the moderating effect o span o controlrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983094983092ndash983097983095983091 983090983088983088983096
[983090983094] S Vesterinen A Isola and L Paasivaara ldquoHoitoty on johtajien johtamistyylitutkimus vuosina 983089983097983097983092-983090983088983088983094rdquo Premissi no 983094 pp983091983094ndash983092983092 983090983088983088983095 (Finnish)
[983090983095] S Vesterinen A Isola and L Paasivaara ldquoLeadership styles o Finnish nurse managers and actors in1047298uencing itrdquo Journal of Nursing Management vol 983089983095 no 983092 pp 983093983088983091ndash983093983088983097 983090983088983088983097
[983090983096] S Vesterinen M Suhonen A Isola and L Paasivaara ldquoNursemanagersrsquo leadership styles in Finlandrdquo Nursing Research and
Practice vol 983090983088983089983090 Article ID 983094983088983093983091983095983097 983096 pages 983090983088983089983090[983090983097] N Burns and S K Grove Te Practise of Nursing Research WB
Saunders Company Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983088] B Munro Statistical Methods For the Health Care Research Lippincott Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983089] J Casida and G Pinto-Zipp ldquoLeadership-organizational culturerelationship in nursing units o acute care hospitalsrdquo Nursing Economics vol 983090983094 no 983089 pp 983095ndash983089983093 983090983088983088983096
[983091983090] P Kenmore ldquoExploring leadership stylesrdquo Nursing Manage-ment vol 983089983093 no 983089 pp 983090983092ndash983090983094 983090983088983088983096
[983091983091] I W Graham and E Jack ldquoPromoting leadership the devel-opment o a nurse executive team in an acute hospital trustrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983093983093ndash983097983094983091983090983088983088983096
[983091983092] K Rosengren E Athlin and K Segesten ldquoPresence and avail-ability staff conceptions o nursing leadership on an intensivecare unitrdquo Journal of Nursing Management vol 983089983093 no 983093 pp983093983090983090ndash983093983090983097 983090983088983088983095
[983091983093] C Way D Gregory J Davis et al ldquoTe impact o organizationalculture on clinical managersrsquo organizational commitment andturnover intentionsrdquo Journal of Nursing Administration vol 983091983095no 983093 pp 983090983091983093ndash983090983092983090 983090983088983088983095
[983091983094] J S Mensik ldquoA view on generational differences rom ageneration X leaderrdquo Journal of Nursing Administration vol 983091983095no 983089983089 pp 983092983096983091ndash983092983096983092 983090983088983088983095
[983091983095] V V Upenieks ldquoWhat constitutes effective leadership per-ceptions o magnet and nonmagnet nurse leadersrdquo Journal of
Nursing Administration vol 983091983091 no 983097 pp 983092983093983094ndash983092983094983095 983090983088983088983091[983091983096] A Rego F Sousa M Pina e Cunha A Correia and I
Saur-Amaral ldquoLeader sel-reported emotional intelligence andperceived employee creativity an exploratory studyrdquo Creativity and Management vol 983089983094 no 983091 pp 983090983093983088ndash983090983094983092 983090983088983088983095
[983091983097] K Akerjordet and E Severinsson ldquoTe state o the scienceo emotional intelligence related to nursing leadership anintegrative reviewrdquo Journal of Nursing Management vol 983089983096 no983092 pp 983091983094983091ndash983091983096983090 983090983088983089983088
[983092983088] D Politand B Hungler Essentials of Nursing Research Methods Appraisal and Utilization Lippincott Philadelphia Pa USA983092th edition 983089983097983097983095
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 99
Submit your manuscripts at
httpwwwhindawicom
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 59
ISRN Nursing 983093
983137983138983148983141 983091 Nurse managersrsquo perceptions o the importance o different leadership styles
Background dataVery
important()
Important()
Ratherimportant
()
Rather littleimportant
()
Not at allimportant
()
Visionary leadership style
Age
983091983090ndash983092983093 983095983090983095 983090983093983093 983089983096 983088983088 983088983088
983092983094ndash983093983088 983094983091983096 983091983092983096 983089983092 983088983088 983088983088
983093983089ndash983093983093 983093983093983094 983092983092983092 983088983088 983088983088 983088983088
983093983094ndash983094983093 983094983097983096 983091983088983090 983088983088 983088983088 983088983088
Coaching leadership style
Age
983091983090ndash983092983093 983092983096983090 983093983089983096 983088983088 983088983088 983088983088
983092983094ndash983093983088 983094983088983091 983091983094983096 983090983097 983088983088 983088983088
983093983089ndash983093983093 983092983089983089 983093983095983089 983089983096 983088983088 983088983088
983093983094ndash983094983093 983094983097983095 983091983088983091 983088983088 983088983088 983088983088
Affiliate leadership style
Age
983091983090ndash983092983093 983091983097983091 983094983088983095 983088983088 983088983088 983088983088
983092983094ndash983093983088 983092983092983097 983093983090983090 983090983097 983088983088 983088983088
983093983089ndash983093983093 983091983093983095 983094983090983093 983089983096 983088983088 983088983088
983093983094ndash983094983093 983093983088983096 983092983095983095 983089983093 983088983088 983088983088
Democratic leadership style
Age
983091983090ndash983092983093 983094983088983088 983092983088983088 983088983088 983088983088 983088983088
983092983094ndash983093983088 983093983093983090 983092983091983091 983089983093 983088983088 983088983088
983093983089ndash983093983093 983092983089983096 983093983096983090 983088983088 983088983088 983088983088
983093983094ndash983094983093 983092983097983090 983093983088983096 983088983088 983088983088 983088983088
Commanding leadership style
Age
983091983090ndash983092983093 983088983088 983091983088983092 983094983088983095 983096983097 983088983088
983092983094ndash983093983088 983089983093 983095983094 983095983090983095 983089983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983095983097 983093983095983089 983090983093983088 983088983088
983093983094ndash983094983093 983088983088 983090983090983090 983094983096983091 983097983093 983088983088
Isolating leadership style
Age
983091983090ndash983092983093 983088983088 983088983088 983092983097983088 983093983089983088 983088983088
983092983094ndash983093983088 983088983088 983091983088 983091983096983096 983093983096983090 983088983088
983093983089ndash983093983093 983088983088 983089983097 983091983096983097 983093983097983091 983088983088
983093983094ndash983094983093 983088983088 983093983090 983092983094983094 983092983094983094 983089983095
with specialized nurse education reported this It was mostrequently reported by nurse managers who had less than 983093to 983097 years o work experience as nurse managers (983089983095983093)
Regardless o age or education some nurse managersreported that they (983089983089983093) had not quite sufficient two-thirdsthat they (983094983094983095) had rather sufficient and almost one-third (983090983096983096) that they had sufficient skills and knowledgein affiliate leadership style Older nurse managers had betterskills and knowledge in affiliate leadership style than youngernurse managers (1103925 = 0005) Every 1047297fh (983090983088983088) o the
respondents with 983093 to 983097 years o work experience as nursemanager reported that they did not have quite sufficient skillsand knowledge in this style Nurse managers with long-termwork experience as managers had better skills and knowledgein affiliate leadership style than managers with shorter work experience (1103925 = 0003) Managers o big units with a largenumber o employees hadless skills andknowledge in affiliateleadership style than managers o small units (1103925 = 0003)
Almost all o the nurse managers evaluated that they had rather sufficient (983093983092983091) or sufficient (983092983090983092) knowledge
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 69
983094 ISRN Nursing
and skills in democratic leadership style Nurse managersrsquoupdating education in leadership increased their skills andknowledge in democratic leadership style (1103925 = 0005)Having knowledge and skills in commanding leadership stylewas reported to be rather sufficient by 983094983089983095 o the nursemanagers and sufficient by 983091983088 One tenth (983089983088983088) o the
nurse managers with specialized nurse education reportedthat they did not have quite sufficient skills and knowledgein this style Nurse managers with shorter work experienceas managers had less skills and knowledge in commandingleadership style than nurse managers with longer work experience (1103925 = 0025)
Over two-thirds (983094983096983093) o the nurse managers reportedthat they had sufficient skills in isolating leadership styleNurse managersrsquo participation in updating educationincreased their skills and knowledge in isolating leadershipstyle (1103925 = 0003) A summary o the nurse managersrsquoperceptions o their skills and knowledge in leadership stylesand the importance o these styles without background
variables is presented in able 983092
983091983092 Discussion Based on data rom 983090983092983094 nurse managersworking in health centre wards this study set out to explorenurse managersrsquo leadership styles and their perceptions o theimportance o the different leadership styles and their skillsand knowledge in leadership styles oday nurse managershave to use leadership styles that are appropriate or theconstantly changing and complex health care system [983091983089]Te1047297ndings o this study suggest that nurse managers most ofenused visionary coaching affiliate and democratic leadershipstyles Commanding and isolating leadership styles werereported to be less requently used A previous study oundaffiliate and coaching leadership styles to be most common[983091983090] According to the results regardless o respondentsrsquolength o work experience over 983095983088 considered visionarycoaching and affiliate leadership styles to be important Itis remarkable that at the same time approximately 983090983093 o respondents with less than ten years o work experience asnurse managers reported that they had sufficient skills andknowledge in these leadership styles
Considered as a challenge or nursing science andmanagement evidence-based practice could be seen as anongoing desirable vision A key question is how appropriateskills nurse managers have in utilising nursing research1047297ndings and translating them into practice [983089983096] According
to earlier research 1047297ndings nurse managers wish or moretime to articulate their vision[983091983091] while nurses emphasizetheimportance o making the vision understandable by provid-ing inormation about current issues [983090983096] Tese perceptionsprobably show a contradiction between the vision o theorganization and the skills and resources available or itsimplementation
Nurse managersrsquo skills and knowledge in visionary lead-ership style improved with the increasing work experienceTis is likely due to the act that when nurse managershave worked longer in the organizations they have becomeacquainted with the strategy and vision o the organizationand may have participated in creating the vision It is
important to bear in mind that especially new nursemanagersneed education in orderto be betterable to lead otherstowardthe vision
Tere is a generational shif going on among nurses andyoung nurses have thoughts o giving up nursing Teir expe-rience o job satisaction and opportunities or development
ispoor[983094] Older nurses have their own expectations o workIn a Swedish study inormants described that leadershipworks when it is built on relationships that contribute to awell-unctioning work unit promoting a positive atmosphere[983091983092] rust and job satisaction have strong links with greatercommitment and intent to stay on at work [983091983093] I nursemanagers want to advance collaboration among generationsa positive and understanding attitude is needed Te mostimportant thing is that nursesare committedto their patientsand nurse managers are committed to supporting thesenurses despite generational differences [983091983094] However it isimportant to remember that creating harmony does noteliminate the act that employees sometimes eel resentmentand have different opinions [983091983090]
Continuing education o the employees is one o theeatures o inrastructure the magnethospital nurse managersemphasized because nurses were not able to keep up-to-date with their proession and newest treatment and caremodalities [983091983095] However even though attitudes towards acoaching leadership style were positivemdashalmost all respon-dents considered it to be important or very importantmdashone in ten respondents estimated their skills and knowledgeto be insufficient Health care organizations are undergoingchanges which puts pressureon nurse managers andemploy-ees to modiy anddevelop their work even though it providesopportunities or doing so At the same time nursing scienceand practice are 1047297ghting to maintain their position Tere-ore nurse managers with a coaching leadership style needstrength and assertiveness in times o change to be able tolead employees in an environment where they are noticed asirreplaceable partners within the organization [983089983095]
Nurse managers in Finland usually have nurse educa-tion specialized nurse education andor academic education(MS) Nurse managers need updating education to developtheir own proessional abilities Moreover they need knowl-edgeo nursing science and practiceso asto be ableto managethe work unit as a whole Nurse managers should know how to argue decisions in order to get employees to commit totheir work and changes On the other hand nurse managersneed these skills also when they discuss evidence-based
nursing in connection with efficiency (providing nursingcare with the appropriate level o staff) and effectiveness(achieving desired outcomes) in nursing [983089983096] When theorganization drafs a new strategy and vision or the utureincluding nursing practice the nurse manager is the key person to examine nursing and its resources
A democratic participative leadership style allows nursesto become involved in decisions regarding patient care deliv-ery and cooperation with other personnel groups [983091983095] Tisprobably increases nursesrsquo job satisaction and commitmentto work On the contrary it has been noted that some nursemanagers do not stand out as leaders but as team membersTis means that the nurse managerrsquos own tasks could be
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 79
ISRN Nursing 983095
983137983138983148983141 983092 Nurse managersrsquo perceptions o their skills and knowledge on leadership styles
How adequate are my knowledge and skills
Not at allsufficient
Not quitesufficient
RatherSufficient
sufficient
Visionary leadership style 983095983090 983094983092983088 983090983096983096 983088983088
Coaching leadership style 983088983088 983097983094 983094983092983096 983090983093983094Affiliate leadership style 983088983088 983089983089983093 983094983094983095 983090983096983096
Democratic leadership style 983088983088 983091983090 983093983092983090 983092983090983094
Commanding leadership style 983088983088 983096983096 983094983089983090 983091983088983088
Isolating leadership style 983088983092 983089983090 983090983097983097 983094983096983093
o secondary importance [983090983096] However it is important toremember that there are situations in which nurse managershave to make difficult decisions Decision-making is acili-tated by sufficient knowledge work experience and supportrom colleagues and supervisors
In the uture well-motivated proessionally developing
nurses are needed in health centre wards in Finland At thesame time nurse managers will need skills and knowledgeto lead their work units in a visionary manner Work unitsemployees and situations differ and it could be said that thereis no one and only correct leadership style the same resultcan be achieved in many ways Te behaviour o emotionally intelligent leaders stimulates the creativity o their employees[983091983096] Nursemanagerrsquos ability to re1047298ect on their ownbehaviourmakes it easier to regulate and estimate their leadershipstyle with different employees in different situations It isimportant to arrange enough updating education to supportnurse managers in their leadership work
983091983093 Limitations Te questionnaire used in this study wasbased on the leadership styles presented by Goleman etal [983090983088] and earlier research o Vesterinen et al [983090983095 983090983096]Goleman et al [983090983088] described primal leadership whichrequires the leader to bring emotional intelligence (EI) tobear on hisher leadership Te complex phenomenon o emotional intelligence in nursing leadership is under theconsideration o criticism It is essential to have prooundknowledge o EI and its scienti1047297c critique when integratingthe concept into nursing research [983091983097] On the other hand thecontent o the questionnaire was evaluatedby an expert panelwhich consisted o nurse managers working in differenttypes o hospital wards On the basis o this evaluation
the indicator used in this study can be considered valid interms o the concepts used or studying nurse managersrsquoleadership styles in health centre hospital wards Te valueo Cronbachrsquos alpha used to study the internal consistency between the six sum variables was between 983088983094 and 983088983095 whichcould be considered as sufficient [983092983088] Te study has somelimitations Te results achieved may not necessarily give atrue picture o the nurse managersrsquo skills and knowledge inthe use o different leadership styles as nurse managersrsquo skillsand knowledge were only estimated by the nurse managersthemselves not their employees or supervisors In this studythe sample consisted o Finnish nurse managers thereorethe results re1047298ect only their perceptions o leadership styles
4 Conclusions
Health care organizations are undergoing continuingchanges and vision should be present at all times Employeesneed new skills and knowledge to be able to manage theirwork At the same time they hope that their individual
needs are taken into account by the nurse managers Nursemanagersrsquo abilities to re1047298ect understand and i necessarychange their leadership style in1047298uence a work unitrsquos successand employeesrsquo job satisaction Nurse managers especially new nurse managers need more theoretic evidence-basededucation to cope with these expectations and to developtheir proessional abilities
Health care organizations should draw up visions o nursing leadership in the uture ogether with universitiesthey should start planning nurse manager education pro-grammes that ocus on strategic issues leadership job sat-isaction challenging situations in leadership change man-agement work unit management (eg economy efficiency
and resources) and how nurse managers consider their ownwellbeing It is important that nurse managers have peergroupsand mentors or helping them to develop as managersIt is health care organizationsrsquo responsibility to set up a clear
vision and goals and make the successul nurse leadershippossible as part o multiproessional cooperation
Acknowledgment
Tis research was1047297nancially supported by EVO unding romthe Lapland Hospital District
References
[983089] C Huston ldquoPreparing nurse leaders or 983090983088983090983088rdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983088983093ndash983097983089983089 983090983088983088983096
[983090] M Carney ldquoLeadership in nursing current and uture perspec-tives and challengesrdquo Journal of Nursing Management vol 983089983095no 983092 pp 983092983089983089ndash983092983089983092 983090983088983088983097
[983091] H K Spence Laschinger P Wilk J Cho and P GrecoldquoEmpowerment engagement and perceived effectiveness innursing work environments does experience matterrdquo Journal of Nursing Management vol 983089983095 no 983093 pp 983094983091983094ndash983094983092983094 983090983088983088983097
[983092] Statistics Finland ldquoPopulation projection 983090983088983088983097ndash983090983088983094983088rdquo httpwwwstat1047297tilvaenn983090983088983088983097vaenn 983090983088983088983097 983090983088983088983097-983088983097-983091983088 tie 983088983088983089enhtml
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 89
983096 ISRN Nursing
[983093] National Institute or Health and Welare ldquoSosiaali-ja tervey-denhuollon henkil ost o 983090983088983088983095 rdquo Statistical report in Finland 983095983090983088983089983088httpwwwstakes1047297tilastottilastotiedotteet983090983088983089983088r983088983095 983089983088pd
[983094] M Flinkman M Laine H Leino-Kilpi H M Hasselhornand S Salantera ldquoExplaining young registered Finnish nursesrsquointention to leave the proession a questionnaire surveyrdquoInternational Journal of Nursing Studies vol 983092983093 no 983093 pp 983095983090983095ndash983095983091983097 983090983088983088983096
[983095] D C Espinoza A Lopez-Saldana and J S Stonestreet ldquoTepivotal role o the nurse manager in healthy workplaces impli-cations or training and developmentrdquo Critical Care Nursing Quarterly vol 983091983090 no 983092 pp 983091983090983095ndash983091983091983092 983090983088983088983097
[983096] Cowden G Cummings and J Proetto-Mcgrath ldquoLead-ership practices and staff nursesrsquo intent to stay a systematicreviewrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983094983089ndash983092983095983095 983090983088983089983089
[983097] A A Farag S ullai-Mcguinness and M K Anthony ldquoNursesrsquoperception o their managerrsquos leadership style and unit climateare there generational differencesrdquo Journal of Nursing Manage-ment vol 983089983095 no 983089 pp 983090983094ndash983091983092 983090983088983088983097
[983089983088] A M omey ldquoNursing leadership and management effectswork environmentsrdquo Journal of Nursing Management vol 983089983095 no983089 pp 983089983093ndash983090983093 983090983088983088983097
[983089983089] J Casida and J Parker ldquoStaff nurse perceptions o nursemanager leadership styles and outcomesrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983095983096ndash983092983096983094 983090983088983089983089
[983089983090] D L Huber M Maas J McCloskey C A Scherb C JGoode and C Watson ldquoEvaluating nursing administrationinstrumentsrdquo Journal of Nursing Administration vol 983091983088 no 983093pp 983090983093983089ndash983090983095983090 983090983088983088983088
[983089983091] M Suhonen and L Paasivaara ldquoSharedhuman capital in projectmanagement a systematic review o the literaturerdquo Project Management Journal vol 983092983090 no 983090 pp 983092ndash983089983094 983090983088983089983089
[983089983092] J eperi M E Porter L Vuorenkoski and J F Baron ldquoTe
Finnish health care system a value-based perspectiverdquo SitraReports 983096983090 Edita Prima Ltd Helsinki Finland 983090983088983088983097
[983089983093] Ministry o Social affairs and Health 983090983088983089983088 ldquoerveydenhuolto-lakirdquo httpwwwstm1047297vireillalainsaadantohankkeetsosiaali ja terveydenhuoltoterveydenhuoltolaki
[983089983094] National Institute or Health and Welare ldquoerveyskeskusten perusterveydenhuollon vuodeosastohoito 983090983088983088983096rdquo Official statis-tics in Finland 983090983088983089983088 httpwwwstakes1047297tilastottilastotiedot-teet983090983088983089983088r983088983089 983089983088pd
[983089983095] S Watters ldquoShared leadership taking 1047298ightrdquo Journal of Nursing Administration vol 983091983097 no 983089 pp 983090983094ndash983090983097 983090983088983088983097
[983089983096] R P Newhouse ldquoCreating inrastructure supportive o ev-idence-based nursing practice leadership strategiesrdquo World-views on Evidence-Based Nursing vol 983092 no 983089 pp 983090983089ndash983090983097 983090983088983088983095
[983089983097] D Weberg ldquoransormational leadership and staff retentionan evidence review with implications or healthcare systemsrdquoNursing Administration Quarterly vol 983091983092 no 983091 pp 983090983092983094ndash983090983093983096983090983088983089983088
[983090983088] D Goleman R Boyatzis and A McKee Primal LeadershipRealizing the Power of Emotional Intelligence Harvard BusinessSchool Press Boston Mass USA 983090983088983088983090
[983090983089] K Akerjordet and E Severinsson ldquoEmotionally intelligentnurse leadership a literature review studyrdquo Journal of Nursing Management vol 983089983094 no 983093 pp 983093983094983093ndash983093983095983095 983090983088983088983096
[983090983090] R Feather ldquoEmotional intelligence in relation to nursingleadership does it matterrdquo Journalof Nursing Management vol983089983095 no 983091 pp 983091983095983094ndash983091983096983090 983090983088983088983097
[983090983091] C Young-Ritchie H K Spence Laschinger and C Wong ldquoTeeffects o emotionally intelligent leadership behaviour on emer-gency staff nursesrsquo workplace empowerment and organizationalcommitmentrdquo Nursing Leadership vol 983090983090 no 983089 pp 983095983088ndash983096983093983090983088983088983097
[983090983092] A McCallin and A Bamord ldquoInterdisciplinary teamworkis the in1047298uence o emotional intelligence ully appreciatedrdquo Journal of Nursing Management vol 983089983093 no 983092 pp 983091983096983094ndash983091983097983089 983090983088983088983095
[983090983093] V LucasH K SpenceLaschinger and C A Wong ldquoTe impacto emotional intelligent leadership on staff nurse empower-ment the moderating effect o span o controlrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983094983092ndash983097983095983091 983090983088983088983096
[983090983094] S Vesterinen A Isola and L Paasivaara ldquoHoitoty on johtajien johtamistyylitutkimus vuosina 983089983097983097983092-983090983088983088983094rdquo Premissi no 983094 pp983091983094ndash983092983092 983090983088983088983095 (Finnish)
[983090983095] S Vesterinen A Isola and L Paasivaara ldquoLeadership styles o Finnish nurse managers and actors in1047298uencing itrdquo Journal of Nursing Management vol 983089983095 no 983092 pp 983093983088983091ndash983093983088983097 983090983088983088983097
[983090983096] S Vesterinen M Suhonen A Isola and L Paasivaara ldquoNursemanagersrsquo leadership styles in Finlandrdquo Nursing Research and
Practice vol 983090983088983089983090 Article ID 983094983088983093983091983095983097 983096 pages 983090983088983089983090[983090983097] N Burns and S K Grove Te Practise of Nursing Research WB
Saunders Company Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983088] B Munro Statistical Methods For the Health Care Research Lippincott Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983089] J Casida and G Pinto-Zipp ldquoLeadership-organizational culturerelationship in nursing units o acute care hospitalsrdquo Nursing Economics vol 983090983094 no 983089 pp 983095ndash983089983093 983090983088983088983096
[983091983090] P Kenmore ldquoExploring leadership stylesrdquo Nursing Manage-ment vol 983089983093 no 983089 pp 983090983092ndash983090983094 983090983088983088983096
[983091983091] I W Graham and E Jack ldquoPromoting leadership the devel-opment o a nurse executive team in an acute hospital trustrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983093983093ndash983097983094983091983090983088983088983096
[983091983092] K Rosengren E Athlin and K Segesten ldquoPresence and avail-ability staff conceptions o nursing leadership on an intensivecare unitrdquo Journal of Nursing Management vol 983089983093 no 983093 pp983093983090983090ndash983093983090983097 983090983088983088983095
[983091983093] C Way D Gregory J Davis et al ldquoTe impact o organizationalculture on clinical managersrsquo organizational commitment andturnover intentionsrdquo Journal of Nursing Administration vol 983091983095no 983093 pp 983090983091983093ndash983090983092983090 983090983088983088983095
[983091983094] J S Mensik ldquoA view on generational differences rom ageneration X leaderrdquo Journal of Nursing Administration vol 983091983095no 983089983089 pp 983092983096983091ndash983092983096983092 983090983088983088983095
[983091983095] V V Upenieks ldquoWhat constitutes effective leadership per-ceptions o magnet and nonmagnet nurse leadersrdquo Journal of
Nursing Administration vol 983091983091 no 983097 pp 983092983093983094ndash983092983094983095 983090983088983088983091[983091983096] A Rego F Sousa M Pina e Cunha A Correia and I
Saur-Amaral ldquoLeader sel-reported emotional intelligence andperceived employee creativity an exploratory studyrdquo Creativity and Management vol 983089983094 no 983091 pp 983090983093983088ndash983090983094983092 983090983088983088983095
[983091983097] K Akerjordet and E Severinsson ldquoTe state o the scienceo emotional intelligence related to nursing leadership anintegrative reviewrdquo Journal of Nursing Management vol 983089983096 no983092 pp 983091983094983091ndash983091983096983090 983090983088983089983088
[983092983088] D Politand B Hungler Essentials of Nursing Research Methods Appraisal and Utilization Lippincott Philadelphia Pa USA983092th edition 983089983097983097983095
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 99
Submit your manuscripts at
httpwwwhindawicom
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 69
983094 ISRN Nursing
and skills in democratic leadership style Nurse managersrsquoupdating education in leadership increased their skills andknowledge in democratic leadership style (1103925 = 0005)Having knowledge and skills in commanding leadership stylewas reported to be rather sufficient by 983094983089983095 o the nursemanagers and sufficient by 983091983088 One tenth (983089983088983088) o the
nurse managers with specialized nurse education reportedthat they did not have quite sufficient skills and knowledgein this style Nurse managers with shorter work experienceas managers had less skills and knowledge in commandingleadership style than nurse managers with longer work experience (1103925 = 0025)
Over two-thirds (983094983096983093) o the nurse managers reportedthat they had sufficient skills in isolating leadership styleNurse managersrsquo participation in updating educationincreased their skills and knowledge in isolating leadershipstyle (1103925 = 0003) A summary o the nurse managersrsquoperceptions o their skills and knowledge in leadership stylesand the importance o these styles without background
variables is presented in able 983092
983091983092 Discussion Based on data rom 983090983092983094 nurse managersworking in health centre wards this study set out to explorenurse managersrsquo leadership styles and their perceptions o theimportance o the different leadership styles and their skillsand knowledge in leadership styles oday nurse managershave to use leadership styles that are appropriate or theconstantly changing and complex health care system [983091983089]Te1047297ndings o this study suggest that nurse managers most ofenused visionary coaching affiliate and democratic leadershipstyles Commanding and isolating leadership styles werereported to be less requently used A previous study oundaffiliate and coaching leadership styles to be most common[983091983090] According to the results regardless o respondentsrsquolength o work experience over 983095983088 considered visionarycoaching and affiliate leadership styles to be important Itis remarkable that at the same time approximately 983090983093 o respondents with less than ten years o work experience asnurse managers reported that they had sufficient skills andknowledge in these leadership styles
Considered as a challenge or nursing science andmanagement evidence-based practice could be seen as anongoing desirable vision A key question is how appropriateskills nurse managers have in utilising nursing research1047297ndings and translating them into practice [983089983096] According
to earlier research 1047297ndings nurse managers wish or moretime to articulate their vision[983091983091] while nurses emphasizetheimportance o making the vision understandable by provid-ing inormation about current issues [983090983096] Tese perceptionsprobably show a contradiction between the vision o theorganization and the skills and resources available or itsimplementation
Nurse managersrsquo skills and knowledge in visionary lead-ership style improved with the increasing work experienceTis is likely due to the act that when nurse managershave worked longer in the organizations they have becomeacquainted with the strategy and vision o the organizationand may have participated in creating the vision It is
important to bear in mind that especially new nursemanagersneed education in orderto be betterable to lead otherstowardthe vision
Tere is a generational shif going on among nurses andyoung nurses have thoughts o giving up nursing Teir expe-rience o job satisaction and opportunities or development
ispoor[983094] Older nurses have their own expectations o workIn a Swedish study inormants described that leadershipworks when it is built on relationships that contribute to awell-unctioning work unit promoting a positive atmosphere[983091983092] rust and job satisaction have strong links with greatercommitment and intent to stay on at work [983091983093] I nursemanagers want to advance collaboration among generationsa positive and understanding attitude is needed Te mostimportant thing is that nursesare committedto their patientsand nurse managers are committed to supporting thesenurses despite generational differences [983091983094] However it isimportant to remember that creating harmony does noteliminate the act that employees sometimes eel resentmentand have different opinions [983091983090]
Continuing education o the employees is one o theeatures o inrastructure the magnethospital nurse managersemphasized because nurses were not able to keep up-to-date with their proession and newest treatment and caremodalities [983091983095] However even though attitudes towards acoaching leadership style were positivemdashalmost all respon-dents considered it to be important or very importantmdashone in ten respondents estimated their skills and knowledgeto be insufficient Health care organizations are undergoingchanges which puts pressureon nurse managers andemploy-ees to modiy anddevelop their work even though it providesopportunities or doing so At the same time nursing scienceand practice are 1047297ghting to maintain their position Tere-ore nurse managers with a coaching leadership style needstrength and assertiveness in times o change to be able tolead employees in an environment where they are noticed asirreplaceable partners within the organization [983089983095]
Nurse managers in Finland usually have nurse educa-tion specialized nurse education andor academic education(MS) Nurse managers need updating education to developtheir own proessional abilities Moreover they need knowl-edgeo nursing science and practiceso asto be ableto managethe work unit as a whole Nurse managers should know how to argue decisions in order to get employees to commit totheir work and changes On the other hand nurse managersneed these skills also when they discuss evidence-based
nursing in connection with efficiency (providing nursingcare with the appropriate level o staff) and effectiveness(achieving desired outcomes) in nursing [983089983096] When theorganization drafs a new strategy and vision or the utureincluding nursing practice the nurse manager is the key person to examine nursing and its resources
A democratic participative leadership style allows nursesto become involved in decisions regarding patient care deliv-ery and cooperation with other personnel groups [983091983095] Tisprobably increases nursesrsquo job satisaction and commitmentto work On the contrary it has been noted that some nursemanagers do not stand out as leaders but as team membersTis means that the nurse managerrsquos own tasks could be
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 79
ISRN Nursing 983095
983137983138983148983141 983092 Nurse managersrsquo perceptions o their skills and knowledge on leadership styles
How adequate are my knowledge and skills
Not at allsufficient
Not quitesufficient
RatherSufficient
sufficient
Visionary leadership style 983095983090 983094983092983088 983090983096983096 983088983088
Coaching leadership style 983088983088 983097983094 983094983092983096 983090983093983094Affiliate leadership style 983088983088 983089983089983093 983094983094983095 983090983096983096
Democratic leadership style 983088983088 983091983090 983093983092983090 983092983090983094
Commanding leadership style 983088983088 983096983096 983094983089983090 983091983088983088
Isolating leadership style 983088983092 983089983090 983090983097983097 983094983096983093
o secondary importance [983090983096] However it is important toremember that there are situations in which nurse managershave to make difficult decisions Decision-making is acili-tated by sufficient knowledge work experience and supportrom colleagues and supervisors
In the uture well-motivated proessionally developing
nurses are needed in health centre wards in Finland At thesame time nurse managers will need skills and knowledgeto lead their work units in a visionary manner Work unitsemployees and situations differ and it could be said that thereis no one and only correct leadership style the same resultcan be achieved in many ways Te behaviour o emotionally intelligent leaders stimulates the creativity o their employees[983091983096] Nursemanagerrsquos ability to re1047298ect on their ownbehaviourmakes it easier to regulate and estimate their leadershipstyle with different employees in different situations It isimportant to arrange enough updating education to supportnurse managers in their leadership work
983091983093 Limitations Te questionnaire used in this study wasbased on the leadership styles presented by Goleman etal [983090983088] and earlier research o Vesterinen et al [983090983095 983090983096]Goleman et al [983090983088] described primal leadership whichrequires the leader to bring emotional intelligence (EI) tobear on hisher leadership Te complex phenomenon o emotional intelligence in nursing leadership is under theconsideration o criticism It is essential to have prooundknowledge o EI and its scienti1047297c critique when integratingthe concept into nursing research [983091983097] On the other hand thecontent o the questionnaire was evaluatedby an expert panelwhich consisted o nurse managers working in differenttypes o hospital wards On the basis o this evaluation
the indicator used in this study can be considered valid interms o the concepts used or studying nurse managersrsquoleadership styles in health centre hospital wards Te valueo Cronbachrsquos alpha used to study the internal consistency between the six sum variables was between 983088983094 and 983088983095 whichcould be considered as sufficient [983092983088] Te study has somelimitations Te results achieved may not necessarily give atrue picture o the nurse managersrsquo skills and knowledge inthe use o different leadership styles as nurse managersrsquo skillsand knowledge were only estimated by the nurse managersthemselves not their employees or supervisors In this studythe sample consisted o Finnish nurse managers thereorethe results re1047298ect only their perceptions o leadership styles
4 Conclusions
Health care organizations are undergoing continuingchanges and vision should be present at all times Employeesneed new skills and knowledge to be able to manage theirwork At the same time they hope that their individual
needs are taken into account by the nurse managers Nursemanagersrsquo abilities to re1047298ect understand and i necessarychange their leadership style in1047298uence a work unitrsquos successand employeesrsquo job satisaction Nurse managers especially new nurse managers need more theoretic evidence-basededucation to cope with these expectations and to developtheir proessional abilities
Health care organizations should draw up visions o nursing leadership in the uture ogether with universitiesthey should start planning nurse manager education pro-grammes that ocus on strategic issues leadership job sat-isaction challenging situations in leadership change man-agement work unit management (eg economy efficiency
and resources) and how nurse managers consider their ownwellbeing It is important that nurse managers have peergroupsand mentors or helping them to develop as managersIt is health care organizationsrsquo responsibility to set up a clear
vision and goals and make the successul nurse leadershippossible as part o multiproessional cooperation
Acknowledgment
Tis research was1047297nancially supported by EVO unding romthe Lapland Hospital District
References
[983089] C Huston ldquoPreparing nurse leaders or 983090983088983090983088rdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983088983093ndash983097983089983089 983090983088983088983096
[983090] M Carney ldquoLeadership in nursing current and uture perspec-tives and challengesrdquo Journal of Nursing Management vol 983089983095no 983092 pp 983092983089983089ndash983092983089983092 983090983088983088983097
[983091] H K Spence Laschinger P Wilk J Cho and P GrecoldquoEmpowerment engagement and perceived effectiveness innursing work environments does experience matterrdquo Journal of Nursing Management vol 983089983095 no 983093 pp 983094983091983094ndash983094983092983094 983090983088983088983097
[983092] Statistics Finland ldquoPopulation projection 983090983088983088983097ndash983090983088983094983088rdquo httpwwwstat1047297tilvaenn983090983088983088983097vaenn 983090983088983088983097 983090983088983088983097-983088983097-983091983088 tie 983088983088983089enhtml
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 89
983096 ISRN Nursing
[983093] National Institute or Health and Welare ldquoSosiaali-ja tervey-denhuollon henkil ost o 983090983088983088983095 rdquo Statistical report in Finland 983095983090983088983089983088httpwwwstakes1047297tilastottilastotiedotteet983090983088983089983088r983088983095 983089983088pd
[983094] M Flinkman M Laine H Leino-Kilpi H M Hasselhornand S Salantera ldquoExplaining young registered Finnish nursesrsquointention to leave the proession a questionnaire surveyrdquoInternational Journal of Nursing Studies vol 983092983093 no 983093 pp 983095983090983095ndash983095983091983097 983090983088983088983096
[983095] D C Espinoza A Lopez-Saldana and J S Stonestreet ldquoTepivotal role o the nurse manager in healthy workplaces impli-cations or training and developmentrdquo Critical Care Nursing Quarterly vol 983091983090 no 983092 pp 983091983090983095ndash983091983091983092 983090983088983088983097
[983096] Cowden G Cummings and J Proetto-Mcgrath ldquoLead-ership practices and staff nursesrsquo intent to stay a systematicreviewrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983094983089ndash983092983095983095 983090983088983089983089
[983097] A A Farag S ullai-Mcguinness and M K Anthony ldquoNursesrsquoperception o their managerrsquos leadership style and unit climateare there generational differencesrdquo Journal of Nursing Manage-ment vol 983089983095 no 983089 pp 983090983094ndash983091983092 983090983088983088983097
[983089983088] A M omey ldquoNursing leadership and management effectswork environmentsrdquo Journal of Nursing Management vol 983089983095 no983089 pp 983089983093ndash983090983093 983090983088983088983097
[983089983089] J Casida and J Parker ldquoStaff nurse perceptions o nursemanager leadership styles and outcomesrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983095983096ndash983092983096983094 983090983088983089983089
[983089983090] D L Huber M Maas J McCloskey C A Scherb C JGoode and C Watson ldquoEvaluating nursing administrationinstrumentsrdquo Journal of Nursing Administration vol 983091983088 no 983093pp 983090983093983089ndash983090983095983090 983090983088983088983088
[983089983091] M Suhonen and L Paasivaara ldquoSharedhuman capital in projectmanagement a systematic review o the literaturerdquo Project Management Journal vol 983092983090 no 983090 pp 983092ndash983089983094 983090983088983089983089
[983089983092] J eperi M E Porter L Vuorenkoski and J F Baron ldquoTe
Finnish health care system a value-based perspectiverdquo SitraReports 983096983090 Edita Prima Ltd Helsinki Finland 983090983088983088983097
[983089983093] Ministry o Social affairs and Health 983090983088983089983088 ldquoerveydenhuolto-lakirdquo httpwwwstm1047297vireillalainsaadantohankkeetsosiaali ja terveydenhuoltoterveydenhuoltolaki
[983089983094] National Institute or Health and Welare ldquoerveyskeskusten perusterveydenhuollon vuodeosastohoito 983090983088983088983096rdquo Official statis-tics in Finland 983090983088983089983088 httpwwwstakes1047297tilastottilastotiedot-teet983090983088983089983088r983088983089 983089983088pd
[983089983095] S Watters ldquoShared leadership taking 1047298ightrdquo Journal of Nursing Administration vol 983091983097 no 983089 pp 983090983094ndash983090983097 983090983088983088983097
[983089983096] R P Newhouse ldquoCreating inrastructure supportive o ev-idence-based nursing practice leadership strategiesrdquo World-views on Evidence-Based Nursing vol 983092 no 983089 pp 983090983089ndash983090983097 983090983088983088983095
[983089983097] D Weberg ldquoransormational leadership and staff retentionan evidence review with implications or healthcare systemsrdquoNursing Administration Quarterly vol 983091983092 no 983091 pp 983090983092983094ndash983090983093983096983090983088983089983088
[983090983088] D Goleman R Boyatzis and A McKee Primal LeadershipRealizing the Power of Emotional Intelligence Harvard BusinessSchool Press Boston Mass USA 983090983088983088983090
[983090983089] K Akerjordet and E Severinsson ldquoEmotionally intelligentnurse leadership a literature review studyrdquo Journal of Nursing Management vol 983089983094 no 983093 pp 983093983094983093ndash983093983095983095 983090983088983088983096
[983090983090] R Feather ldquoEmotional intelligence in relation to nursingleadership does it matterrdquo Journalof Nursing Management vol983089983095 no 983091 pp 983091983095983094ndash983091983096983090 983090983088983088983097
[983090983091] C Young-Ritchie H K Spence Laschinger and C Wong ldquoTeeffects o emotionally intelligent leadership behaviour on emer-gency staff nursesrsquo workplace empowerment and organizationalcommitmentrdquo Nursing Leadership vol 983090983090 no 983089 pp 983095983088ndash983096983093983090983088983088983097
[983090983092] A McCallin and A Bamord ldquoInterdisciplinary teamworkis the in1047298uence o emotional intelligence ully appreciatedrdquo Journal of Nursing Management vol 983089983093 no 983092 pp 983091983096983094ndash983091983097983089 983090983088983088983095
[983090983093] V LucasH K SpenceLaschinger and C A Wong ldquoTe impacto emotional intelligent leadership on staff nurse empower-ment the moderating effect o span o controlrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983094983092ndash983097983095983091 983090983088983088983096
[983090983094] S Vesterinen A Isola and L Paasivaara ldquoHoitoty on johtajien johtamistyylitutkimus vuosina 983089983097983097983092-983090983088983088983094rdquo Premissi no 983094 pp983091983094ndash983092983092 983090983088983088983095 (Finnish)
[983090983095] S Vesterinen A Isola and L Paasivaara ldquoLeadership styles o Finnish nurse managers and actors in1047298uencing itrdquo Journal of Nursing Management vol 983089983095 no 983092 pp 983093983088983091ndash983093983088983097 983090983088983088983097
[983090983096] S Vesterinen M Suhonen A Isola and L Paasivaara ldquoNursemanagersrsquo leadership styles in Finlandrdquo Nursing Research and
Practice vol 983090983088983089983090 Article ID 983094983088983093983091983095983097 983096 pages 983090983088983089983090[983090983097] N Burns and S K Grove Te Practise of Nursing Research WB
Saunders Company Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983088] B Munro Statistical Methods For the Health Care Research Lippincott Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983089] J Casida and G Pinto-Zipp ldquoLeadership-organizational culturerelationship in nursing units o acute care hospitalsrdquo Nursing Economics vol 983090983094 no 983089 pp 983095ndash983089983093 983090983088983088983096
[983091983090] P Kenmore ldquoExploring leadership stylesrdquo Nursing Manage-ment vol 983089983093 no 983089 pp 983090983092ndash983090983094 983090983088983088983096
[983091983091] I W Graham and E Jack ldquoPromoting leadership the devel-opment o a nurse executive team in an acute hospital trustrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983093983093ndash983097983094983091983090983088983088983096
[983091983092] K Rosengren E Athlin and K Segesten ldquoPresence and avail-ability staff conceptions o nursing leadership on an intensivecare unitrdquo Journal of Nursing Management vol 983089983093 no 983093 pp983093983090983090ndash983093983090983097 983090983088983088983095
[983091983093] C Way D Gregory J Davis et al ldquoTe impact o organizationalculture on clinical managersrsquo organizational commitment andturnover intentionsrdquo Journal of Nursing Administration vol 983091983095no 983093 pp 983090983091983093ndash983090983092983090 983090983088983088983095
[983091983094] J S Mensik ldquoA view on generational differences rom ageneration X leaderrdquo Journal of Nursing Administration vol 983091983095no 983089983089 pp 983092983096983091ndash983092983096983092 983090983088983088983095
[983091983095] V V Upenieks ldquoWhat constitutes effective leadership per-ceptions o magnet and nonmagnet nurse leadersrdquo Journal of
Nursing Administration vol 983091983091 no 983097 pp 983092983093983094ndash983092983094983095 983090983088983088983091[983091983096] A Rego F Sousa M Pina e Cunha A Correia and I
Saur-Amaral ldquoLeader sel-reported emotional intelligence andperceived employee creativity an exploratory studyrdquo Creativity and Management vol 983089983094 no 983091 pp 983090983093983088ndash983090983094983092 983090983088983088983095
[983091983097] K Akerjordet and E Severinsson ldquoTe state o the scienceo emotional intelligence related to nursing leadership anintegrative reviewrdquo Journal of Nursing Management vol 983089983096 no983092 pp 983091983094983091ndash983091983096983090 983090983088983089983088
[983092983088] D Politand B Hungler Essentials of Nursing Research Methods Appraisal and Utilization Lippincott Philadelphia Pa USA983092th edition 983089983097983097983095
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 99
Submit your manuscripts at
httpwwwhindawicom
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 79
ISRN Nursing 983095
983137983138983148983141 983092 Nurse managersrsquo perceptions o their skills and knowledge on leadership styles
How adequate are my knowledge and skills
Not at allsufficient
Not quitesufficient
RatherSufficient
sufficient
Visionary leadership style 983095983090 983094983092983088 983090983096983096 983088983088
Coaching leadership style 983088983088 983097983094 983094983092983096 983090983093983094Affiliate leadership style 983088983088 983089983089983093 983094983094983095 983090983096983096
Democratic leadership style 983088983088 983091983090 983093983092983090 983092983090983094
Commanding leadership style 983088983088 983096983096 983094983089983090 983091983088983088
Isolating leadership style 983088983092 983089983090 983090983097983097 983094983096983093
o secondary importance [983090983096] However it is important toremember that there are situations in which nurse managershave to make difficult decisions Decision-making is acili-tated by sufficient knowledge work experience and supportrom colleagues and supervisors
In the uture well-motivated proessionally developing
nurses are needed in health centre wards in Finland At thesame time nurse managers will need skills and knowledgeto lead their work units in a visionary manner Work unitsemployees and situations differ and it could be said that thereis no one and only correct leadership style the same resultcan be achieved in many ways Te behaviour o emotionally intelligent leaders stimulates the creativity o their employees[983091983096] Nursemanagerrsquos ability to re1047298ect on their ownbehaviourmakes it easier to regulate and estimate their leadershipstyle with different employees in different situations It isimportant to arrange enough updating education to supportnurse managers in their leadership work
983091983093 Limitations Te questionnaire used in this study wasbased on the leadership styles presented by Goleman etal [983090983088] and earlier research o Vesterinen et al [983090983095 983090983096]Goleman et al [983090983088] described primal leadership whichrequires the leader to bring emotional intelligence (EI) tobear on hisher leadership Te complex phenomenon o emotional intelligence in nursing leadership is under theconsideration o criticism It is essential to have prooundknowledge o EI and its scienti1047297c critique when integratingthe concept into nursing research [983091983097] On the other hand thecontent o the questionnaire was evaluatedby an expert panelwhich consisted o nurse managers working in differenttypes o hospital wards On the basis o this evaluation
the indicator used in this study can be considered valid interms o the concepts used or studying nurse managersrsquoleadership styles in health centre hospital wards Te valueo Cronbachrsquos alpha used to study the internal consistency between the six sum variables was between 983088983094 and 983088983095 whichcould be considered as sufficient [983092983088] Te study has somelimitations Te results achieved may not necessarily give atrue picture o the nurse managersrsquo skills and knowledge inthe use o different leadership styles as nurse managersrsquo skillsand knowledge were only estimated by the nurse managersthemselves not their employees or supervisors In this studythe sample consisted o Finnish nurse managers thereorethe results re1047298ect only their perceptions o leadership styles
4 Conclusions
Health care organizations are undergoing continuingchanges and vision should be present at all times Employeesneed new skills and knowledge to be able to manage theirwork At the same time they hope that their individual
needs are taken into account by the nurse managers Nursemanagersrsquo abilities to re1047298ect understand and i necessarychange their leadership style in1047298uence a work unitrsquos successand employeesrsquo job satisaction Nurse managers especially new nurse managers need more theoretic evidence-basededucation to cope with these expectations and to developtheir proessional abilities
Health care organizations should draw up visions o nursing leadership in the uture ogether with universitiesthey should start planning nurse manager education pro-grammes that ocus on strategic issues leadership job sat-isaction challenging situations in leadership change man-agement work unit management (eg economy efficiency
and resources) and how nurse managers consider their ownwellbeing It is important that nurse managers have peergroupsand mentors or helping them to develop as managersIt is health care organizationsrsquo responsibility to set up a clear
vision and goals and make the successul nurse leadershippossible as part o multiproessional cooperation
Acknowledgment
Tis research was1047297nancially supported by EVO unding romthe Lapland Hospital District
References
[983089] C Huston ldquoPreparing nurse leaders or 983090983088983090983088rdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983088983093ndash983097983089983089 983090983088983088983096
[983090] M Carney ldquoLeadership in nursing current and uture perspec-tives and challengesrdquo Journal of Nursing Management vol 983089983095no 983092 pp 983092983089983089ndash983092983089983092 983090983088983088983097
[983091] H K Spence Laschinger P Wilk J Cho and P GrecoldquoEmpowerment engagement and perceived effectiveness innursing work environments does experience matterrdquo Journal of Nursing Management vol 983089983095 no 983093 pp 983094983091983094ndash983094983092983094 983090983088983088983097
[983092] Statistics Finland ldquoPopulation projection 983090983088983088983097ndash983090983088983094983088rdquo httpwwwstat1047297tilvaenn983090983088983088983097vaenn 983090983088983088983097 983090983088983088983097-983088983097-983091983088 tie 983088983088983089enhtml
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 89
983096 ISRN Nursing
[983093] National Institute or Health and Welare ldquoSosiaali-ja tervey-denhuollon henkil ost o 983090983088983088983095 rdquo Statistical report in Finland 983095983090983088983089983088httpwwwstakes1047297tilastottilastotiedotteet983090983088983089983088r983088983095 983089983088pd
[983094] M Flinkman M Laine H Leino-Kilpi H M Hasselhornand S Salantera ldquoExplaining young registered Finnish nursesrsquointention to leave the proession a questionnaire surveyrdquoInternational Journal of Nursing Studies vol 983092983093 no 983093 pp 983095983090983095ndash983095983091983097 983090983088983088983096
[983095] D C Espinoza A Lopez-Saldana and J S Stonestreet ldquoTepivotal role o the nurse manager in healthy workplaces impli-cations or training and developmentrdquo Critical Care Nursing Quarterly vol 983091983090 no 983092 pp 983091983090983095ndash983091983091983092 983090983088983088983097
[983096] Cowden G Cummings and J Proetto-Mcgrath ldquoLead-ership practices and staff nursesrsquo intent to stay a systematicreviewrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983094983089ndash983092983095983095 983090983088983089983089
[983097] A A Farag S ullai-Mcguinness and M K Anthony ldquoNursesrsquoperception o their managerrsquos leadership style and unit climateare there generational differencesrdquo Journal of Nursing Manage-ment vol 983089983095 no 983089 pp 983090983094ndash983091983092 983090983088983088983097
[983089983088] A M omey ldquoNursing leadership and management effectswork environmentsrdquo Journal of Nursing Management vol 983089983095 no983089 pp 983089983093ndash983090983093 983090983088983088983097
[983089983089] J Casida and J Parker ldquoStaff nurse perceptions o nursemanager leadership styles and outcomesrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983095983096ndash983092983096983094 983090983088983089983089
[983089983090] D L Huber M Maas J McCloskey C A Scherb C JGoode and C Watson ldquoEvaluating nursing administrationinstrumentsrdquo Journal of Nursing Administration vol 983091983088 no 983093pp 983090983093983089ndash983090983095983090 983090983088983088983088
[983089983091] M Suhonen and L Paasivaara ldquoSharedhuman capital in projectmanagement a systematic review o the literaturerdquo Project Management Journal vol 983092983090 no 983090 pp 983092ndash983089983094 983090983088983089983089
[983089983092] J eperi M E Porter L Vuorenkoski and J F Baron ldquoTe
Finnish health care system a value-based perspectiverdquo SitraReports 983096983090 Edita Prima Ltd Helsinki Finland 983090983088983088983097
[983089983093] Ministry o Social affairs and Health 983090983088983089983088 ldquoerveydenhuolto-lakirdquo httpwwwstm1047297vireillalainsaadantohankkeetsosiaali ja terveydenhuoltoterveydenhuoltolaki
[983089983094] National Institute or Health and Welare ldquoerveyskeskusten perusterveydenhuollon vuodeosastohoito 983090983088983088983096rdquo Official statis-tics in Finland 983090983088983089983088 httpwwwstakes1047297tilastottilastotiedot-teet983090983088983089983088r983088983089 983089983088pd
[983089983095] S Watters ldquoShared leadership taking 1047298ightrdquo Journal of Nursing Administration vol 983091983097 no 983089 pp 983090983094ndash983090983097 983090983088983088983097
[983089983096] R P Newhouse ldquoCreating inrastructure supportive o ev-idence-based nursing practice leadership strategiesrdquo World-views on Evidence-Based Nursing vol 983092 no 983089 pp 983090983089ndash983090983097 983090983088983088983095
[983089983097] D Weberg ldquoransormational leadership and staff retentionan evidence review with implications or healthcare systemsrdquoNursing Administration Quarterly vol 983091983092 no 983091 pp 983090983092983094ndash983090983093983096983090983088983089983088
[983090983088] D Goleman R Boyatzis and A McKee Primal LeadershipRealizing the Power of Emotional Intelligence Harvard BusinessSchool Press Boston Mass USA 983090983088983088983090
[983090983089] K Akerjordet and E Severinsson ldquoEmotionally intelligentnurse leadership a literature review studyrdquo Journal of Nursing Management vol 983089983094 no 983093 pp 983093983094983093ndash983093983095983095 983090983088983088983096
[983090983090] R Feather ldquoEmotional intelligence in relation to nursingleadership does it matterrdquo Journalof Nursing Management vol983089983095 no 983091 pp 983091983095983094ndash983091983096983090 983090983088983088983097
[983090983091] C Young-Ritchie H K Spence Laschinger and C Wong ldquoTeeffects o emotionally intelligent leadership behaviour on emer-gency staff nursesrsquo workplace empowerment and organizationalcommitmentrdquo Nursing Leadership vol 983090983090 no 983089 pp 983095983088ndash983096983093983090983088983088983097
[983090983092] A McCallin and A Bamord ldquoInterdisciplinary teamworkis the in1047298uence o emotional intelligence ully appreciatedrdquo Journal of Nursing Management vol 983089983093 no 983092 pp 983091983096983094ndash983091983097983089 983090983088983088983095
[983090983093] V LucasH K SpenceLaschinger and C A Wong ldquoTe impacto emotional intelligent leadership on staff nurse empower-ment the moderating effect o span o controlrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983094983092ndash983097983095983091 983090983088983088983096
[983090983094] S Vesterinen A Isola and L Paasivaara ldquoHoitoty on johtajien johtamistyylitutkimus vuosina 983089983097983097983092-983090983088983088983094rdquo Premissi no 983094 pp983091983094ndash983092983092 983090983088983088983095 (Finnish)
[983090983095] S Vesterinen A Isola and L Paasivaara ldquoLeadership styles o Finnish nurse managers and actors in1047298uencing itrdquo Journal of Nursing Management vol 983089983095 no 983092 pp 983093983088983091ndash983093983088983097 983090983088983088983097
[983090983096] S Vesterinen M Suhonen A Isola and L Paasivaara ldquoNursemanagersrsquo leadership styles in Finlandrdquo Nursing Research and
Practice vol 983090983088983089983090 Article ID 983094983088983093983091983095983097 983096 pages 983090983088983089983090[983090983097] N Burns and S K Grove Te Practise of Nursing Research WB
Saunders Company Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983088] B Munro Statistical Methods For the Health Care Research Lippincott Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983089] J Casida and G Pinto-Zipp ldquoLeadership-organizational culturerelationship in nursing units o acute care hospitalsrdquo Nursing Economics vol 983090983094 no 983089 pp 983095ndash983089983093 983090983088983088983096
[983091983090] P Kenmore ldquoExploring leadership stylesrdquo Nursing Manage-ment vol 983089983093 no 983089 pp 983090983092ndash983090983094 983090983088983088983096
[983091983091] I W Graham and E Jack ldquoPromoting leadership the devel-opment o a nurse executive team in an acute hospital trustrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983093983093ndash983097983094983091983090983088983088983096
[983091983092] K Rosengren E Athlin and K Segesten ldquoPresence and avail-ability staff conceptions o nursing leadership on an intensivecare unitrdquo Journal of Nursing Management vol 983089983093 no 983093 pp983093983090983090ndash983093983090983097 983090983088983088983095
[983091983093] C Way D Gregory J Davis et al ldquoTe impact o organizationalculture on clinical managersrsquo organizational commitment andturnover intentionsrdquo Journal of Nursing Administration vol 983091983095no 983093 pp 983090983091983093ndash983090983092983090 983090983088983088983095
[983091983094] J S Mensik ldquoA view on generational differences rom ageneration X leaderrdquo Journal of Nursing Administration vol 983091983095no 983089983089 pp 983092983096983091ndash983092983096983092 983090983088983088983095
[983091983095] V V Upenieks ldquoWhat constitutes effective leadership per-ceptions o magnet and nonmagnet nurse leadersrdquo Journal of
Nursing Administration vol 983091983091 no 983097 pp 983092983093983094ndash983092983094983095 983090983088983088983091[983091983096] A Rego F Sousa M Pina e Cunha A Correia and I
Saur-Amaral ldquoLeader sel-reported emotional intelligence andperceived employee creativity an exploratory studyrdquo Creativity and Management vol 983089983094 no 983091 pp 983090983093983088ndash983090983094983092 983090983088983088983095
[983091983097] K Akerjordet and E Severinsson ldquoTe state o the scienceo emotional intelligence related to nursing leadership anintegrative reviewrdquo Journal of Nursing Management vol 983089983096 no983092 pp 983091983094983091ndash983091983096983090 983090983088983089983088
[983092983088] D Politand B Hungler Essentials of Nursing Research Methods Appraisal and Utilization Lippincott Philadelphia Pa USA983092th edition 983089983097983097983095
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 99
Submit your manuscripts at
httpwwwhindawicom
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 89
983096 ISRN Nursing
[983093] National Institute or Health and Welare ldquoSosiaali-ja tervey-denhuollon henkil ost o 983090983088983088983095 rdquo Statistical report in Finland 983095983090983088983089983088httpwwwstakes1047297tilastottilastotiedotteet983090983088983089983088r983088983095 983089983088pd
[983094] M Flinkman M Laine H Leino-Kilpi H M Hasselhornand S Salantera ldquoExplaining young registered Finnish nursesrsquointention to leave the proession a questionnaire surveyrdquoInternational Journal of Nursing Studies vol 983092983093 no 983093 pp 983095983090983095ndash983095983091983097 983090983088983088983096
[983095] D C Espinoza A Lopez-Saldana and J S Stonestreet ldquoTepivotal role o the nurse manager in healthy workplaces impli-cations or training and developmentrdquo Critical Care Nursing Quarterly vol 983091983090 no 983092 pp 983091983090983095ndash983091983091983092 983090983088983088983097
[983096] Cowden G Cummings and J Proetto-Mcgrath ldquoLead-ership practices and staff nursesrsquo intent to stay a systematicreviewrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983094983089ndash983092983095983095 983090983088983089983089
[983097] A A Farag S ullai-Mcguinness and M K Anthony ldquoNursesrsquoperception o their managerrsquos leadership style and unit climateare there generational differencesrdquo Journal of Nursing Manage-ment vol 983089983095 no 983089 pp 983090983094ndash983091983092 983090983088983088983097
[983089983088] A M omey ldquoNursing leadership and management effectswork environmentsrdquo Journal of Nursing Management vol 983089983095 no983089 pp 983089983093ndash983090983093 983090983088983088983097
[983089983089] J Casida and J Parker ldquoStaff nurse perceptions o nursemanager leadership styles and outcomesrdquo Journal of Nursing Management vol 983089983097 no 983092 pp 983092983095983096ndash983092983096983094 983090983088983089983089
[983089983090] D L Huber M Maas J McCloskey C A Scherb C JGoode and C Watson ldquoEvaluating nursing administrationinstrumentsrdquo Journal of Nursing Administration vol 983091983088 no 983093pp 983090983093983089ndash983090983095983090 983090983088983088983088
[983089983091] M Suhonen and L Paasivaara ldquoSharedhuman capital in projectmanagement a systematic review o the literaturerdquo Project Management Journal vol 983092983090 no 983090 pp 983092ndash983089983094 983090983088983089983089
[983089983092] J eperi M E Porter L Vuorenkoski and J F Baron ldquoTe
Finnish health care system a value-based perspectiverdquo SitraReports 983096983090 Edita Prima Ltd Helsinki Finland 983090983088983088983097
[983089983093] Ministry o Social affairs and Health 983090983088983089983088 ldquoerveydenhuolto-lakirdquo httpwwwstm1047297vireillalainsaadantohankkeetsosiaali ja terveydenhuoltoterveydenhuoltolaki
[983089983094] National Institute or Health and Welare ldquoerveyskeskusten perusterveydenhuollon vuodeosastohoito 983090983088983088983096rdquo Official statis-tics in Finland 983090983088983089983088 httpwwwstakes1047297tilastottilastotiedot-teet983090983088983089983088r983088983089 983089983088pd
[983089983095] S Watters ldquoShared leadership taking 1047298ightrdquo Journal of Nursing Administration vol 983091983097 no 983089 pp 983090983094ndash983090983097 983090983088983088983097
[983089983096] R P Newhouse ldquoCreating inrastructure supportive o ev-idence-based nursing practice leadership strategiesrdquo World-views on Evidence-Based Nursing vol 983092 no 983089 pp 983090983089ndash983090983097 983090983088983088983095
[983089983097] D Weberg ldquoransormational leadership and staff retentionan evidence review with implications or healthcare systemsrdquoNursing Administration Quarterly vol 983091983092 no 983091 pp 983090983092983094ndash983090983093983096983090983088983089983088
[983090983088] D Goleman R Boyatzis and A McKee Primal LeadershipRealizing the Power of Emotional Intelligence Harvard BusinessSchool Press Boston Mass USA 983090983088983088983090
[983090983089] K Akerjordet and E Severinsson ldquoEmotionally intelligentnurse leadership a literature review studyrdquo Journal of Nursing Management vol 983089983094 no 983093 pp 983093983094983093ndash983093983095983095 983090983088983088983096
[983090983090] R Feather ldquoEmotional intelligence in relation to nursingleadership does it matterrdquo Journalof Nursing Management vol983089983095 no 983091 pp 983091983095983094ndash983091983096983090 983090983088983088983097
[983090983091] C Young-Ritchie H K Spence Laschinger and C Wong ldquoTeeffects o emotionally intelligent leadership behaviour on emer-gency staff nursesrsquo workplace empowerment and organizationalcommitmentrdquo Nursing Leadership vol 983090983090 no 983089 pp 983095983088ndash983096983093983090983088983088983097
[983090983092] A McCallin and A Bamord ldquoInterdisciplinary teamworkis the in1047298uence o emotional intelligence ully appreciatedrdquo Journal of Nursing Management vol 983089983093 no 983092 pp 983091983096983094ndash983091983097983089 983090983088983088983095
[983090983093] V LucasH K SpenceLaschinger and C A Wong ldquoTe impacto emotional intelligent leadership on staff nurse empower-ment the moderating effect o span o controlrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983094983092ndash983097983095983091 983090983088983088983096
[983090983094] S Vesterinen A Isola and L Paasivaara ldquoHoitoty on johtajien johtamistyylitutkimus vuosina 983089983097983097983092-983090983088983088983094rdquo Premissi no 983094 pp983091983094ndash983092983092 983090983088983088983095 (Finnish)
[983090983095] S Vesterinen A Isola and L Paasivaara ldquoLeadership styles o Finnish nurse managers and actors in1047298uencing itrdquo Journal of Nursing Management vol 983089983095 no 983092 pp 983093983088983091ndash983093983088983097 983090983088983088983097
[983090983096] S Vesterinen M Suhonen A Isola and L Paasivaara ldquoNursemanagersrsquo leadership styles in Finlandrdquo Nursing Research and
Practice vol 983090983088983089983090 Article ID 983094983088983093983091983095983097 983096 pages 983090983088983089983090[983090983097] N Burns and S K Grove Te Practise of Nursing Research WB
Saunders Company Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983088] B Munro Statistical Methods For the Health Care Research Lippincott Philadelphia Pa USA 983092th edition 983090983088983088983089
[983091983089] J Casida and G Pinto-Zipp ldquoLeadership-organizational culturerelationship in nursing units o acute care hospitalsrdquo Nursing Economics vol 983090983094 no 983089 pp 983095ndash983089983093 983090983088983088983096
[983091983090] P Kenmore ldquoExploring leadership stylesrdquo Nursing Manage-ment vol 983089983093 no 983089 pp 983090983092ndash983090983094 983090983088983088983096
[983091983091] I W Graham and E Jack ldquoPromoting leadership the devel-opment o a nurse executive team in an acute hospital trustrdquo Journal of Nursing Management vol 983089983094 no 983096 pp 983097983093983093ndash983097983094983091983090983088983088983096
[983091983092] K Rosengren E Athlin and K Segesten ldquoPresence and avail-ability staff conceptions o nursing leadership on an intensivecare unitrdquo Journal of Nursing Management vol 983089983093 no 983093 pp983093983090983090ndash983093983090983097 983090983088983088983095
[983091983093] C Way D Gregory J Davis et al ldquoTe impact o organizationalculture on clinical managersrsquo organizational commitment andturnover intentionsrdquo Journal of Nursing Administration vol 983091983095no 983093 pp 983090983091983093ndash983090983092983090 983090983088983088983095
[983091983094] J S Mensik ldquoA view on generational differences rom ageneration X leaderrdquo Journal of Nursing Administration vol 983091983095no 983089983089 pp 983092983096983091ndash983092983096983092 983090983088983088983095
[983091983095] V V Upenieks ldquoWhat constitutes effective leadership per-ceptions o magnet and nonmagnet nurse leadersrdquo Journal of
Nursing Administration vol 983091983091 no 983097 pp 983092983093983094ndash983092983094983095 983090983088983088983091[983091983096] A Rego F Sousa M Pina e Cunha A Correia and I
Saur-Amaral ldquoLeader sel-reported emotional intelligence andperceived employee creativity an exploratory studyrdquo Creativity and Management vol 983089983094 no 983091 pp 983090983093983088ndash983090983094983092 983090983088983088983095
[983091983097] K Akerjordet and E Severinsson ldquoTe state o the scienceo emotional intelligence related to nursing leadership anintegrative reviewrdquo Journal of Nursing Management vol 983089983096 no983092 pp 983091983094983091ndash983091983096983090 983090983088983089983088
[983092983088] D Politand B Hungler Essentials of Nursing Research Methods Appraisal and Utilization Lippincott Philadelphia Pa USA983092th edition 983089983097983097983095
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 99
Submit your manuscripts at
httpwwwhindawicom
7172019 nurse managers perception related to their leadershippdf
httpslidepdfcomreaderfullnurse-managers-perception-related-to-their-leadershippdf 99
Submit your manuscripts at
httpwwwhindawicom
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