The influence of nurse manager leadership style factors on the perception of staff nurse structural empowerment, work engagement, and intent to stay
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Jennifer Moody Manning, DNS, ACNS-BC
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- Epsilon Nu at-Large
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Healthcare is facing many challenges which impact all practice settings. Both nurse managers and staff nurses play critical roles in overcoming the challenges faced in healthcare today. Staff nurses are intimately involved in providing care to their patients but not always involved in the decisions impacting care delivery (Health Resources and Services Administration (HRSA), 2010; Institute of Medicine (IOM), 2010). Evidence has shown when staff nurses are not engaged and empowered in their work they are more likely to become dissatisfied in their job resulting in increased turnover and adverse patient outcomes (Hauck, Griffin & Fitzpatrick, 2011; Jenaro, Flores, Orgaz & Cruz, 2010). One common reason cited for a lack of staff nurse work engagement and structural empowerment is a lack of support from nurse managers (Bamford, Wong & Laschinger, 2012; Ismail, Abidin & Tudin, 2009). Not all nurse manager leadership styles result in increased work engagement and structural empowerment in staff nurses (Cowden & Cummings, 2012). Understanding the influence of nurse manager leadership style on staff nurses was identified as a gap in the current literature which needed further investigation.
This study aimed to investigate the influence of nurse manager leadership style on staff nurse structural empowerment, work engagement, and intent to stay. A descriptive, correlational design using a staff nurse reported questionnaire with non-probability sampling was used in this study. Using an electronic questionnaire, staff nurses from three acute care hospitals located in the southeastern region of the United States answered demographic questions and completed the Multifactor Leadership Questionnaire, Conditions of Work Effectiveness Questionnaire, Utrecht Work Engagement Scale, and the Intent to Stay Questionnaire. Descriptive statistics, bivariate, and multivariate analysis were completed to explore the relationship between the dependent variables (nurse manager leadership style factors) and the independent variables (staff nurse structural empowerment, work engagement, and intent to stay).
Transformational leadership style in nurse managers was a positive predictor of staff nurse structural empowerment and work engagement. In contrast, transactional leadership style was both a positive and negative predictor for staff nurse structural empowerment and work engagement. Passive avoidant leadership style was a consistent negative predictor of staff nurse structural empowerment and work engagement. The findings from this study are consistent with recent nursing research studies on leadership style, work engagement, and structural empowerment (Cowden & Cummings, 2012; Bamford, 2012; Wong & Laschinger, 2012; Chan, Tam, Lung, Wong & Chau, 2013). None of the nurse manager leadership styles were significant predictors of staff nurse intent to stay. The findings from this study did not support recent nursing research on staff nurse intent to stay.
Recommendations include the need for more research on the influence of leadership style on staff nurse structural empowerment, work engagement, and intent to stay in staff nurses. Additional recommendations include the need for nurse manager leadership development in healthcare settings. Through leadership development, nurse leaders can improve their skills and increase awareness regarding their impact on organizational outcomes in healthcare settings.
Type | Dissertation |
Acquisition | Proxy-submission |
Review Type | None: Degree-based Submission |
Format | Text-based Document |
Evidence Level | Descriptive/Correlational |
Research Approach | Quantitative Research |
Keywords | Nurse Managers; Leadership Style; Transformational Leadership; Passive-Avoidant Leadership; Intent to Stay |
Grantor | Louisiana State University Health Sciences Center |
Advisor | Danna, Denise; Garbee, Deborah |
Level | Doctoral-Other |
Year | 2014 |
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