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Successful organizations depend on strategic thinkers who understand strategic planning and strategic management. These strategic leaders can proactively manage the constant environmental changes to position their organizations for a competitive advantage and avoid acting in a reactive and defensive manner. However, while organizations are often adept at developing extensive strategic plans, implementation of the plan is often poor or without a definitive strategy. This article addresses key strategies for successful implementation of changes to bring about sustainable cultural change in an organization to meet the organization's overall strategic goals, specifically through the use of implementation science. [ABSTRACT FROM AUTHOR]

Purpose: This study aimed to describe nurse leaders' experiences of remote leadership in health care sector. Design/methodology/approach: Semistructured interviews were conducted among nurse leaders (N = 12) between January and March 2022. All of the interviewees had experiences of remote leadership and worked as immediate – (n = 5) or middle-level (n = 7) leaders in health care organizations across four provinces in Finland. The collected data were analyzed by inductive content analysis. Findings: The leaders had experienced a rapid transition to remote leadership and highlighted the need for guidelines and joint discussions with different stakeholders. The interviewees felt that working life has changed in the last two years and that remote leadership will now be a key part of leadership in health care. The leaders' experiences highlighted how important trust is in remote leadership. Furthermore, the interviewees pointed out a need for face-to-face contact and described other good practices for remote leadership. Overseeing work-related well-being was also stressed as important in the remote context; however, the interviewees expressed a need for instructions and tools concerning the management of employee well-being. The sudden change to remote leadership was not only described as interesting but also challenging, which has affected the leaders' work-related well-being. Support – both from the organization and other employees – was found to be crucial to health care leaders' work-related well-being. Originality/value: The current study complements the little-researched topic of remote leadership in the health care sector. The results provide insights that can be used to develop remote leadership and/or guide future research. [ABSTRACT FROM AUTHOR]

The extent to which observed disparities in access to primary pediatric care are mirrored in student access to school nursing services is unknown. Using school employment records, we linked 1,346 nurses to school districts serving 1,141,495 students in Washington state. The percentage of students who are Black is negatively associated with the student-to-nurse ratio, while the percentage of students eligible for free-or-reduced-price lunch is positively associated, and relative to urban districts, rural districts have higher student-to-nurse ratios. Disparities in access to school nursing services mirror access gaps for pediatric care along socioeconomic status and geography. The increased number of nurses working in districts with more racial/ethnic minority students may play a protective role and ameliorate access gaps observed in pediatric primary care. States can likely use existing employment and licensing data to understand where school nurses work and therefore guide resource allocation decisions. [ABSTRACT FROM AUTHOR]

Aim: To explore the value of the 6S management strategies in COVID‐19 wards. Design: Nurses from the first Fujian medical team in aiding Hubei Province at Wuhan Jinyintan Hospital (2 February, 2020–24 March, 2020) were recruited and instructed to adopt the 6S management strategies for nursing management. Methods: The paired‐sample t‐test was performed to compare the nursing quality, core capabilities of nurses, nursing preparation time, and nursing error rates before and after implementation. Results: After implementation of the 6S management strategies, a total of 93 nurses experienced significant improvements in nursing quality, especially in workplace stress, material preparation, and medication management (p <.001). Adoption of the 6S model for nursing management in COVID‐19 wards effectively improves nursing quality, enhances the core capabilities of nurses, reduces nursing preparation time, and lowers nursing error rates. [ABSTRACT FROM AUTHOR]

Aim: The purpose of this study was to provide a comprehensive understanding of the attitudes and experiences of the medical staff regarding the hospital bed‐sharing model. Design: The present research was a qualitative study. Methods: This qualitative study used in‐depth individual interviews with 7 doctors, 10 clinical nurses and 3 head nurses, which were then transcribed and analysed thematically. Results: The study identified six overall themes. Issues were raised about the efficient utilization of hospital bed resources, greater challenges for nursing work, adjustment of doctors' work modes, barriers to communication between doctors, nurses, and patients, potential medical risks, and differentiation of patients' medical experience. Implications for Nursing Management: Hospital administrators and nurse managers should work together to solve the challenges that medical staff face, including strengthening nursing training, improving medical–nursing collaboration models, standardizing and effective communication strategies, and improving patient experiences. [ABSTRACT FROM AUTHOR]

Aim: The aim of this study was to explore the implementation of appreciative management from the perspective of healthcare workers in selected Estonian healthcare organizations. Design: The study was conducted as a cross-sectional study. Methods: Data were collected from healthcare workers (n = 215) using an Appreciative Management Scale in two different sized hospitals and two healthcare centers. Data were analyzed using non-parametric tests. The study was reported according to STROBE guidelines. Results: Appreciative management was implemented very well. Of the dimensions of appreciative management, equality of employees was the best implemented and systematic management was the least well implemented. Appreciative management had a statistically significant connection with intention to change workplace and with experience of appreciation from first-line managers and upper managers. Conclusion: With the help of appreciative management, it may be possible to increase commitment to work. The appreciation offered by managers to healthcare workers seems to improve healthcare workers' evaluation of the implementation of appreciative management. In health care, it is important to recognize appreciative management and the benefits it creates for healthcare workers' commitment to their work and profession. [ABSTRACT FROM AUTHOR]

Background: Hospital performance challenges are receiving attention because they concern the efficiency and effectiveness of human resources in accomplishing organizational objectives and visions. Many factors influence performance, including superiors' supervision, which has an impact on the organization's overall performance results. In fact, supervision has not been carried out optimally. Purpose: to analyze how the nurse unit manager's supervision affected nurse performance. Methods: A correlational study methodology was used on 67 nurses from the inpatient room. To obtain 57 individuals, a stratified random sampling procedure was used. The data was analyzed using the Spearman rho statistical test, with a significance threshold of = 0.05. Results: From 67 respondents, 33 respondents (57.9 percent) stated that the nurse unit manager offered acceptable supervision. The 32 respondents (56.1 percent) had adequate performance. Result of the Spearman rho test obtained a p-value = 0.000 which is less than the value of alpha (0.05), so it can be concluded that H0 is rejected, meaning that there is a relationship between the supervision of the head of the room and the performance of nurses at X Hospital Kediri City. Conclusion: It was concluded that there is a link between the nurse unit manager's supervision and the performance of nurses. The study's findings also suggest that supervision can increase nurse performance because, when supervising the nurse unit manager evaluates certain activities directed at nurses, if the evaluation is corrected by the nurse, it can improve the nurse's performance. [ABSTRACT FROM AUTHOR]

An editorial is presented that highlights the editorial and peer review process behind the success of JONA: The Journal of Nursing Administration, emphasizing the support from various partners and contributors that help maintain the journal's high standards. It recognizes the significant contributions of the editorial board, peer reviewers, and partners like The Magnet Recognition Program®, ALSN, and AONL.

Have you ever felt there is something happening in your workplace that you just can’t quite work out? If so, you may be experiencing toxic workplace culture and leadership. Workplace culture can be tricky to navigate, particularly for nursing students and newly registered nurses. But even those with years of experience will struggle to cope with a toxic manager. [ABSTRACT FROM AUTHOR]

Nursing roles at band 8 are senior management positions that require a mix of extensive clinical practice experience, leadership and influencing skills, and an ability to understand and inform organisational strategy. [ABSTRACT FROM AUTHOR]

Nurses may need to relocate for career progression reasons or to fit in with domestic or family commitments. A desire to pursue further education prompted mental health nurse Robin Ion to move to London after finishing his training in Norwich. [ABSTRACT FROM AUTHOR]

Strategically preparing students to meet practice expectations is a priority for nursing educators. The Ohio Nurse Competency Model (ONCM) was applied as the organizing framework for a senior baccalaureate leadership/management course. The purpose of this pretest/posttest descriptive study was to evaluate changes in students' confidence in understanding, applying, and valuing the ONCM. Paired t-tests found statistically significant increases in confidence levels for all ONCM competencies among 56 students with greatest increases in systems-based practice and informatics and technology. Nurse educators are encouraged to intentionally structure and organize course content and curricula according to state and national competency models/guidelines. [ABSTRACT FROM AUTHOR]

The article features Linda Casey, the director of nursing and operations and former director of nursing patient care for infusion at the John Theurer Cancer Center at Hackensack University Medical Center in New Jersey and the recipient of the Richard Hader Visionary Leader Award in 2023. Topics covered include how Casey recognizes people's accomplishments, visibility and connection of Casey as a leader and Casey's education and career background.

The article focuses on nurse-family care experience in a hospital with nurse-to-patient mandated ratios. Topics covered include key focus areas for future discussions about nurse staffing, studying findings about the relationship between nurse-to-patient ratios and patient outcomes and the factors that may influence early patient discharge.

Aim. To describe intensive care managers' experiences of premises and resources of care in intensive care units during the COVID-19 pandemic. Background. Intensive care units (ICUs) were enormously pressured during the COVID-19 pandemic from many ill patients, requiring advanced care. Hospital and community volunteers increased staff strength. Obligatorily, recruitments were also conducted using transfer of staff from different hospital departments. However, there is little knowledge about intensive care managers' (ICMs) experiences of leadership during the COVID-19 pandemic. Methods. A qualitative descriptive study was conducted from March to April 2022. Semistructured interviews were held with 12 ICMs who were purposively sampled from the ICU in ten Swedish hospitals. Data were analysed using qualitative content analysis. Results. Two themes emerged: a dramatic change of the intensive care landscape and we could handle more than we thought, but at a steep price. Participants described that the ICUs had to perform extraordinary changes at a very fast pace, which initially created a sense of cohesion. Training and introduction to war-like conditions associated with uncertainty meant that ICMs had to support ICU staff in prioritising interventions. Participants described how ICUs stood strong against a pandemic, but stress, worries, and anxiety took a heavy toll on ICU staff and ICMs. The pandemic eroded the resilience in ICUs. Participants described a deterioration in health and said that sick leaves and resignations occurred. Conclusion. Our findings show ICMs' experiences as a field of tension between resources and demands, whereby the changes created a heavy burden that left intensive care weakened. Implications for Nursing Management. Findings emphasised the importance of creating working conditions using human resources and materials in order to rebuild resilience in intensive care with the ability to conduct safe patient care. [ABSTRACT FROM AUTHOR]

Background: Since March 2022, Shanghai, China, has experienced a severe wave of SARS-CoV-2 transmission caused by the Omicron variant strain. The pandemic has severely constrained the local healthcare system. After treating critically ill COVID-19 patients, emergency nurses may experience some positive changes due to new insights or gains in their work, even if they have had traumatic experiences. This study aimed to explore the promoting factors of emergency nurses' post-traumatic growth during the COVID-19 pandemic in Shanghai. We hoped to provide a new perspective and theoretical basis for intervening in and promoting the psychological rehabilitation of medical staff after traumatic circumstances. Methods: This study employed a qualitative design based on the phenomenological approach. 18 participants from the emergency department of a third-level class-A hospital in Shanghai who participated in treating COVID-19 patients were enrolled using purposive sampling. Data collection was through in-depth and semi-structured interviews and continued until reaching data saturation. The seven-step Colaizzi process was used for data analysis. Results: The investigation uncovered two themes and six subthemes. Internal factors contained self-affirmation, deliberate rumination, and cognitive restructuring, which constituted attitudes and behaviours that participants could subjectively determine. External factors included social support, transformational leadership, and role modelling, which constituted factors influenced by others or the environment. Conclusions: The promoting factors of PTG of emergency nurses originated from different sources such as individuals, organizations, and society. In addition to good psychological adjustment of the individual, society, hospitals, and nursing managers should focus on establishing supportive PTG strategies. The ultimate purpose is to improve the retention rate and career growth of nurses. [ABSTRACT FROM AUTHOR]

The article features the COVID-19 Surge Staffing Program which was conceived as a managed services program which aimed to offload basic and advanced clinical care from direct care nurses in the intensive care unit-critical care unit (ICU-CCU), emergency department (ED), and medical-surgical units. Topics include key attributes of the program, leadership concepts from the military, and key metrics for nurse-partners.

Medication administration errors account for a relatively high proportion of medical errors, with more than 50% occurring at the nursing administration stage. Nursing is characterized by a large amount of work, rigid working hours, high information cognitive intensity, and frequent information updates. The high workload of nurses is a significant cause of medication administration errors. In this study, a literature analysis was used to determine the elements of the system dynamics model, and the causal loop diagram was used to draw the relationship framework among the elements. Vensim personal learning edition and interview surveys were then used for model validation and simulation. First, 302 case analyses of medication administration errors collected from the three metropolitan area hospitals were used to construct the causal loop diagram, the stock and flow map of the medication administration error system, and the dynamics model; second, the model was tested from theoretical and historical data simulation perspectives; finally, the system dynamics model proposed in this study was used to simulate a medical institution from overtime and policy perspectives. Through system dynamics modeling, the inducing mechanism of workload on medication administration errors in nursing operations was elucidated, and corresponding suggestions for prevention were provided. In addition, ideas and basis for optimizing the medication administration process, improving workload, and preventing medication administration errors considering workload were provided. [ABSTRACT FROM AUTHOR]

Aim: To find a rapid, scientific, rational and accurate method of allocating nursing human resources during the COVID‐19 pandemic. Design: A longitudinal prospective study. Methods: Lean management tool is used to implement four‐level scheduling of nursing human resources, which is departmental level, district level, hospital level and city level, according to the daily reporting data of the whole hospital, such as Lianfan scheduling data, Dingding sensitive data and Hospital Information System daily report data. Results: Fifty batches of nursing manpower, 294 nurses and 3813 working days were deployed during the pandemic, and the nursing human resources allocation mathematical models of the hospital and all departments were constructed. Since COVID‐19 occurred, the infection rate of nurses with novel coronavirus and the mortality rate of critical patients have been keeping 0%, and the cure rate of common patients has been 100%. Conclusion: The use of lean management tool to allocate nursing human resources plays a positive role in ensuring zero infection of nurses, improving the cure rate of common patients and reducing the mortality rate of critically ill patients with COVID‐19. [ABSTRACT FROM AUTHOR]

Aim: To explore the effectiveness of motivation‐guided 'plan, do, check and action' cycle nursing for self‐management ability and outcomes of patients with gestational diabetes mellitus (GDM). Design: A pre‐ and post‐ comparison quasi experimental study. Methods: Totally 108 pregnant women with GDM diagnosed and delivered in our hospital from January 2020 to April 2021 were included in this study. They were divided into study group (54 cases) and control group (54 cases). Results: The score of self‐management ability were significantly higher than those of control group (t‐test, all p < 0.05), as well as themselves before interventions in both groups (t‐test, all p < 0.05). Besides, scores of anxiety, depression, extraverted stimulus and intraverted stimulus all achieved significant reduction after interventions in study group compared with control one (t‐test, all p < 0.05), as well as themselves before interventions in both groups (t‐test, all p < 0.05). Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

Aim(s): To describe nurse leaders' perceptions of culturally and linguistically diverse (CALD) nurses' competence‐based management. Design: A descriptive qualitative study of the competence‐based management of CALD nurses, from the perspectives of nurse leaders in three primary and specialised medical care organisations. This study followed the COREQ guidelines. Methods: Qualitative semi‐structured individual interviews were conducted with 13 nurse leaders. Eligible interviewees were required to have management experience, and experience of working with or recruiting CALD nurses. Data were collected during November 2021–March 2022. The data were analysed using inductive content analysis. Results: Competence‐based management was explored in terms of competence identification and assessment of CALD nurses, aspects which constrain and enable competence sharing with them, and aspects which support their continuous competence development. Competencies are identified during the recruitment process, and assessment is based primarily on feedback. Organisations' openness to external collaboration and work rotation supports competence sharing, as does mentoring. Nurse leaders have a key role in continuous competence development as they organise tailored induction and training, and can indirectly reinforce nurses' work commitment and wellbeing. Conclusion(s): Strategic competence‐based management would enable all organisational competencies potential to be utilised more productively. Competence sharing is a key process for the successful integration of CALD nurses. Relevance to Clinical Practice: The results of this study can be utilised to develop and standardise competence‐based management in healthcare organisations. For nursing management, it is important to recognise and value nurses' competence. Impact: The role of CALD nurses in the healthcare workforce is growing, and there is little research into the competence‐based management of such nurses. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

Aim: To understand the work status of nurses in long‐term care institutions in China for elderly care to provide a reference for further formulating management strategies and promoting the development of long‐term care teams. Methods: Using qualitative descriptive research methods, 31 nurses from three long‐term care institutions were selected through purposive sampling for in‐depth interviews, and a three‐week participatory observation was conducted on the daily work of nurses in the above three long‐term care institutions. Content analysis was used to analyse data. Results: In our sample, nurses in long‐term care institutions had insufficient manpower, generally had low academic qualifications, and lacked professional ability. Their work enthusiasm and initiative need to be further improved. Long‐term care nurses were moderately paid, and their salary satisfaction was lower than in other trades. At the same time, the social understanding of the long‐term care industry was insufficient, and the social identity of nurses in long‐term care institutions was low. Conclusion: The development of long‐term care requires the joint efforts of nurses, medical institutions, and society. By improving the system, cultivating talents and building a harmonious atmosphere, we aim to enhance the work enthusiasm of long‐term care nurses and promote the stable and orderly development of the long‐term care team. Implications for nursing management: Nurses in long‐term care institutions are at the core of the ageing age and play a vital role in coping with the ageing problem, meeting long‐term care needs, improving the quality of life of old people and reducing the cost of long‐term care. The training and management of nurses in long‐term care institutions and the construction of the entire long‐term care system should be based on China's national conditions and actual needs. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Clinical Nursing in Practice is the property of Journal of Clinical Nursing in Practice (Editorial Board, Shanghai Jiao Tong University Press) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Health & Society is the property of Instituto de Ensino e Pesquisa Periodicojs and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The present study aimed to determine the health patterns in the general population by developing the "Functional Health Patterns-Based Perceived Health Scale (FHP-PH)". This study, it was aimed to develop a measurement tool that will facilitate subjective data collection both in the clinic and in field studies. Material and Methods: In the study, the trial form with 92 items was applied to a sample including 655 people. Exploratory factor analysis and confirmatory factor analysis were performed to determine the construct validity and 27% lower-upper group comparison was carried out to determine internal validity. Results: The developed FHP-PH scale consists of 3 subscales and 26 items and can account for 50.6% of the total variance. The total score of the scale ranges between 26 and 130 and higher scores signify a positive perception of health. The Cronbach's α reliability coefficient of the scale was calculated as .89, which indicates high reliability. Conclusion: The developed FHP-PH scale is valid in terms of scope and content and has high reliability. [ABSTRACT FROM AUTHOR]

Aim. The aim of this study is to investigate the unique contributions of two distinct dimensions of leaders' narcissism—admiration and rivalry—to nurses' organizational citizenship behavior towards the leader and the mediating role of nurses' challenge appraisal and hindrance appraisal based on the transactional stress theory. Background. Leaders' narcissism is widespread in hospitals, so whether nurses will show organizational citizenship behavior to narcissistic leaders is related to the harmony and stability of the team. Thus, clarifying the positive or negative relationship between leaders' narcissism and nurses' organizational citizenship behavior towards leaders has become a priority. Methods. A cross-sectional survey was conducted at two-time points with 280 Chinese nurses. We used the structural equation model to analyze our data. Results. We found that leaders' narcissistic admiration was positively correlated with nurses' organizational citizenship behavior towards the leader; however, leaders' narcissistic rivalry was negatively correlated with nurses' organizational citizenship behavior towards the leader. Furthermore, mediation analyses revealed that leaders' narcissistic admiration had a significant indirect effect on nurses' organizational citizenship behavior towards leaders via challenge appraisal, and leaders' narcissistic rivalry had a significant indirect effect on nurses' organizational citizenship behavior towards leaders via hindrance appraisal. Conclusion. By introducing two dimensions of narcissistic admiration and rivalry, we resolve previous contradictory findings about the relationship between leader narcissism and organizational citizenship behavior towards the leader. Implications for Nursing Management. Nursing managers need to understand that there are both positive and negative relationships between leaders' narcissism and nurses' organizational citizenship behavior towards the leader, and we can promote the positive effects of leaders' narcissistic admiration and curb the negative consequences of leaders' narcissistic rivalry by taking some specific steps, such as promoting the loving cooperative atmosphere and punishing disruptive behaviors. [ABSTRACT FROM AUTHOR]

This study examined the level of perceived responsibility junior and senior psychiatric nurses have for human resources and governance in Saudi Arabia. Bullying is a significant issue in nursing and an entrenched cultural practice that highlights a failure in governance and human resource responsibilities. A total of 90 responses (43.1%) to a 5‐point Likert Scale survey that sought respondent perceptions on leadership, governance and human resources. This study is reported using EQUATOR network recommendations (SQUIRE 2.0). This survey revealed that junior and senior nursing respondents weakly agree with all statements. Neither nurse rank, educational status nor nationality affected the answers of the respondents; there were age, gender and experience effects. There is a significant correlation between all responses to the statements implying there is a social desirability bias to the responses. If bullying, and its derived consequence of burnout, is to be addressed there needs to be a cultural shift in the attitudes of junior and senior nurses towards more acceptance of their HR and governance responsibilities. Furthermore, there needs to be an increased focus on shared leadership responsibilities, with greater nurse‐manager interaction and cooperation on transformational practices that will bring cultural change to the clinical space. [ABSTRACT FROM AUTHOR]

Increasing research has been conducted on individuals presenting with self‐harm at emergency departments (EDs). However, less is known about individuals presenting to EDs with only self‐harm ideation. We aimed to describe the characteristics of those attending Irish hospitals with self‐harm ideation and investigate any differences in comparison to those presenting with suicide ideation. A prospective cohort study was conducted on Irish ED presentations due to suicidal and self‐harm ideation. Data were obtained from the service improvement data set of a dedicated nurse‐led National Clinical programme for the assessment of those presenting to Irish emergency departments due to Self‐harm and Suicide‐related Ideation (NCPSHI). A total of 10 602 anonymized presentation data were analysed from 1 January 2018 to 31 December 2019. Descriptive analysis was conducted to compare those with suicidal and self‐harm ideation on sociodemographic and care interventions. Being female and aged <29 were more prevalent among the self‐harm ideation presentations. Compared to the self‐harm ideation group, a higher proportion of those with suicidal thoughts received an emergency care plan (63% vs 58%, p = 0.002) and General Practitioner letter sent within 24 h of presentation (75% vs 69%, p = 0.045). Little variation was found between hospitals for self‐harm ideation in both years. Our study suggests that females and younger populations are more prevalent in hospital presentations due self‐harm ideation, while presentations related to suicidal ideation are more often made by males and involving substance use. Attention should be given to the relationship between clinicians' attitudes towards care provision and the content of suicide‐related ideation ED disclosure. [ABSTRACT FROM AUTHOR]

Aims: To evaluate the implementation process of a multi‐site trial of a novel discharge teaching intervention. Design: Hybrid type 3 trial. Methods: A discharge teaching intervention for older adults was implemented in medical units from August 2020 to August 2021 with 30 nurse participants. The implementation process was guided by behaviour change frameworks. Outcome data comprised determinants of nurses' behaviours related to teaching and the acceptability, appropriateness, feasibility of the intervention and frequency of teaching activities received by the participants. This study adheres to StaRI and TIDieR reporting guidelines. Results: Twelve of 18 determinants of nurses' behaviour domains improved post‐implementation. Being trained reinforced nurses' knowledge and skills in patient teaching. Practicing the intervention increased their awareness on the gaps between evidence‐based teaching principles and their actual practice. The intervention was considered acceptable and moderately appropriate and feasible. Conclusion: A theoretically informed implementation process can influence nurses' perceptions and behaviours related to discharge teaching by targeting specific behaviour domains. Practice change to improve discharge teaching will require organizational support from nursing management. No Patient or Public Contribution: Although the conceptual foundations of the intervention tested in this study were informed by the priorities and experience of patients, this population was not directly involved in the design and conduct of the study. Trial registration: ClinicalTrials.gov: NCT04253665. [ABSTRACT FROM AUTHOR]

Aim: To examine the influence of hospital culture and authentic leadership on the effects of quality improvement practices on patient satisfaction. Background: Nurses in formal leadership roles shape and are shaped by organizational culture to achieve high performance standards to influence quality of care. Design: Using structural equation modelling, we tested a model on quality improvement practices across three participant groups that differed based on authentic leadership and hospital culture. Methods: We used survey data from a cross‐sectional study conducted in 2015 measuring nurse. Managers' perceptions of authentic leadership, implementation of quality improvement, and organizational culture in Canadian hospitals. Results: 226 nurse managers participated. Our model estimations fit for the high‐relational group and mixed group. Our model explained 50.7% and 39.5% variance in our outcome variable of patient satisfaction for the high‐relational group and mixed group, respectively. Our model failed to fit the low‐relational group. Conclusion: Authentic leadership and developmental/group hospital cultures improve quality management practices, quality of care and patient satisfaction. In organizations with low authentic leadership and hierarchical/rational cultures, strategies should target increasing authentic leadership and shifting to developmental cultures. Organizations with high authentic leadership and/or developmental/group cultures should target employee engagement, autonomy and teamwork. Impact: We examined how different combinations of authentic leadership and hospital culture influence the effects of quality management practices on quality improvement and patient satisfaction. Findings demonstrate that having both high authentic leadership and developmental or group hospital cultures are essential for quality improvement practices to enhance the quality of care and patient satisfaction. These organizations would benefit the most from systemic programs aimed at standardizing quality management practices as they have the culture and leadership to support these practices. For hospitals with hierarchical/rational cultures and/or low authentic leadership, enhancing hospital culture and leadership through leadership training and accreditation programs is critically needed. Patient or Public Contribution: The College and Association of Registered Nurses of Alberta contributed to this study by facilitating data collection and supporting the conduct of the study through messaging to its members. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Health & Nursing Management / Sağlık ve Hemşirelik Yönetimi Dergisi is the property of Logos Medical Publishing and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Health & Nursing Management / Sağlık ve Hemşirelik Yönetimi Dergisi is the property of Logos Medical Publishing and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Aim: This study developed a set of competency evaluation indicators for shift work nurses in China. Background: Nurses on night shifts must deal with the treatment, nursing, and management work, which requires excellent competency of night shift nurses in their knowledge, skills, and ability. However, the competency evaluation index system for shift work nurses has not been established yet in China. Methods: This study performed a literature review and semi‐structured interviews to draft the preliminary competency evaluation indicators for nursing shift work. The Delphi technique was adopted to administer two rounds of questionnaires on 21 nursing experts. Results: The positive coefficients of experts in the two rounds were 100% and 90.48%, respectively, whereas the authority coefficients were 0.974 and 0.971, respectively. The coefficients of variation were 0.00–0.26 and 0.00–0.16, respectively. The competency evaluation index system for shift work nurses consisted of 2 first‐level indicators, 16 second‐level indicators, and 67 third‐level indicators. Conclusion: The competency index system of shift work nurses is scientific and applicable. Implications for Nursing Management: The competency evaluation index system of shift work nurses would provide an effective practical framework for shift nursing administration to evaluate, train, and assess the competency of shift work nurses. [ABSTRACT FROM AUTHOR]

Purpose. We investigate the associations between incivility from multiple sources (i.e., doctors, supervisors, fellow nurses, and patients/visitors) and nurse turnover intentions. We take a self-determination perspective to explore whether psychological needs for autonomy, belongingness, and competence explain the relationship between incivility and turnover intentions. Finally, we examine whether incivility from doctors, supervisors, fellow nurses, and patients/visitors may primarily relate to one of the three basic psychological needs and whether the autonomy need may have the strongest relationship with turnover intentions. Design. A three-wave time-lagged design was used. Each measurement point was separated by one workweek. New Zealand nurses were asked to evaluate their workplace incivility at Time 1, three basic psychological needs at Time 2, and turnover intentions at Time 3. Findings. Supervisor incivility directly related to turnover intentions. The autonomy need was the only significant mechanism underlying the relationships of incivility from doctors, supervisors, and fellow nurses with turnover intentions. In addition, doctor incivility related to the autonomy need, patient/visitor incivility was not significantly related to any psychological needs, and incivility from fellow nurses and supervisors related to psychological needs for belongingness and autonomy. Originality. This study takes a multifoci perspective to examine nurse incivility from multiple sources. The novelty lies in the introduction of self-determination theory to the understanding of workplace incivility. Finally, we turn the spotlight on the importance of examining whether incivility from different sources may be primarily related to different psychological needs and whether the autonomy need plays a key role in turnover intentions. [ABSTRACT FROM AUTHOR]

Aim. This study aimed at evaluating the effects of a job crafting intervention program for nurses on their job crafting behaviors, harmonious work passion, and career commitment. Background. Nurses generally work in suboptimal environments with chronic low resources and high demands. Job crafting may be a cost-effective strategy to deal effectively with such environments. However, its effectiveness as a nursing intervention program remains unclear. Methods. An open-label randomized controlled trial was conducted at a hospital in Port Said, Egypt. The study enrolled 94 nurses. Participants were assigned randomly to the intervention group (n = 47) or the control group (n = 47). The intervention group had a 2-day workshop, 3 weeks of job crafting implementation, and a reflection session, whereas the control group participated in a 1-day workshop. Data were collected at baseline, 2 weeks, and 3 months after the intervention in both groups by using the Job Crafting Scale, Job Crafting Knowledge Questionnaire, Harmonious Work Passion Scale, and Career Commitment Scale. Results. Compared with the control group, the intervention group experienced a higher level of job crafting behaviors and reported a greater improvement in harmonious work passion, but not in career commitment. Conclusion. Nurses can be trained on job crafting behaviors, which can lead to the maximization of job resources, optimization of job demands, and enhancement of nurses' harmonious work passion. Implications for Nursing Management. Nursing managers should train nurses regularly on how to be job crafters because it is an effective tool that helps nurses deal with limited job resources and increased job demands and makes them more harmoniously passionate about their work. [ABSTRACT FROM AUTHOR]

A literature review exploring factors influencing the intent of nurse managers employed in acute care settings to leave their current positions identifies five major themes: organizational support, job satisfaction, work-life balance, personal characteristics, and burnout. [ABSTRACT FROM AUTHOR]

Patient-centered care requires nurse leaders who engage in meaningful patient interactions. This quality improvement initiative aimed to support meaningful engagements using the AIDET communication framework and a multimodal training program that incorporated the principles of deliberate practice. [ABSTRACT FROM AUTHOR]

Aim: To establish a scoring system for risk assessment (SSRA) for internal fistula needle dislodgement (IND) in hemodialysis (HD) patients. Methods: The SSRA was constructed based on literature search, medical history review, expert consultations, expert meeting (Delphi study), and analytic hierarchy process. Then, a pilot test was conducted at our hospital between August 1, 2020, and July 30, 2021. Consecutive patients requiring HD were included and randomly assigned to experimental and control groups (1:1 ratio). Control group was treated with the routine procedures, while the experimental group was treated with strengthened nursing measures based on the individual risk assessed by SSRA. Finally, the incidence of IND was compared between the two groups. Results: For the Delphi study, 16 experts in dialysis nursing in Zhejiang, Shanghai, Guangzhou, and Qinghai were included. The final draft of the SSRA included three first‐level indices, 11 second‐level indices, and 26 third‐level indices. A total of 218 HD patients were included. The IND rate in the experimental group was significantly lower than that in the control group (p <.01). Conclusion: We established a scientific, reliable, and feasible SSRA for timely identification of HD patients with high risk of IND and the corresponding nursing procedures to prevent IND. [ABSTRACT FROM AUTHOR]

Background: Patients with a tracheostomy are a low-volume, high-risk population with long lengths of hospital stay and high health care costs. Problem: Because of the complex nature of caring for patients with a tracheostomy, it is essential to provide a standardized care approach with ongoing monitoring to optimize outcomes. Approach: A pre/postimplementation design was used. A formal tracheostomy care management process using clinical nurse specialists (CNSs) was implemented. Outcomes: Between April 2019 and December 2020, this process resulted in a significant reduction in time between tracheostomy placement and discharge, from 16 to 12.9 days (P =.02). Reductions were also seen in length of stay and incidence of tracheostomy-related pressure injuries. Conclusions: This project shows that a CNS-led care management process can improve patient outcomes. These improvements in patient outcomes resulted in a significant cost savings to the organization. [ABSTRACT FROM AUTHOR]

Copyright of Revista Arbitrada Interdisciplinaria de Ciencias de la Salud, Salud & Vida is the property of Fundacion Koinonia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Cultura del Cuidado Enfermería is the property of Revista Cultura del Cuidado Enfermeria and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Aim: To evaluate the effect of enhanced recovery after surgery (ERAS)‐optimized management system with nurse‐led multidisciplinary cooperation. Design: A quasi‐experimental design. Methods: Nursing department cooperated with medical and clinical department to establish an ERAS‐optimized management system. After the system was developed, it was applied in surgical departments of the hospital. Using convenience sampling, 220 selective surgical patients, 82 nurses and 98 doctors from January 1st, 2021 to July 31st, 2021 were selected as the trial group. 220 selective surgical patients, 82 nurses and 98 doctors were selected as the control group from January 1st, 2020 to July 31st, 2020. ERAS observation indicators were compared between the two groups before and 6 months after implementation. The nurse professional identity scores and satisfaction of medical cooperation scores of the two groups at different time points were analysed by repeated analysis of variance. Results: After the implementation, ERAS observation indicators in the trial group were better than the control group (p < 0.05). There were significant differences in the group main effect, time main effect and interaction effect of nurse professional identity scores, satisfaction of medical cooperation scores and scores in all dimensions between the two groups (p < 0.05). The scores of the experimental group at 3 months and 6 months after implementation were better than those of the control group (p < 0.05). Conclusions: Enhanced recovery after surgery‐optimized management system with nurse‐led multidisciplinary cooperation was an effective working method. It could promote patients recovery and enhance nurse professional identity. [ABSTRACT FROM AUTHOR]

Aims: To explore the association between nurses' perceptions of their nurse manager's transformational leadership style and nurses' organisational commitment. Design: Narrative systematic review. Data Sources: The CINAHL Complete, MEDLINE, PubMed, Business Source Complete, Cochrane Library, along with OpenGrey t were systematically searched for observational studies written in English, between January 2009 and December 2020. Review Methods: This systematic review is based on the guidelines of the Cochrane Handbook, and PRISMA‐P. Two reviewers independently selected studies. The quality of evidence was assessed using the Joanna Briggs Institute (JBI) Critical Appraisal Tool for Cross‐Sectional Studies. Results: Seven cross‐sectional studies with 2885 participants were included. Six studies reported that the transformational leadership style was positively related to nurses' organisational commitment, and the remaining study reported a negative association. Conclusions: Six studies were found that the transformational leadership style is a driver of nurses' organisational commitment. Only one study reported that transformational leadership style negatively associated with acute care nurses' organisational commitment. However, the negative finding is less valid, as the study data indicates that the nurse managers' ineffective transformational leadership style in the acute care unit or the culture influence, which may have influenced the results. Impacts: It provides the guideline, recommendation, and important evidence to support nursing managers adopting the transformational leadership style to promote nurse retention helping to alleviate the nursing shortage. This is beneficial to the well‐being of the nurse. Meanwhile, this can help the health organisation reducing the cost of nurses' turnover and recruiting new nurses. It is also good for address future ageing population healthcare problem in the long term. [ABSTRACT FROM AUTHOR]

Copyright of Hoitotiede is the property of Hoitotieteiden Tutkimusseura HTTS r.y. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Nővér is the property of Chamber of Hungarian Health Care Professionals and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Clinical Nursing in Practice is the property of Journal of Clinical Nursing in Practice (Editorial Board, Shanghai Jiao Tong University Press) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Nursing Effect / Etkili Hemşirelik Dergisi is the property of Dokuz Eylul Universitesi Hemsirelik Fakultesi Elektronik Dergisi and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The assessment of service needs among persons with intellectual disabilities (ID) is important to identify a person's needs, strengths and preferences. One commonly used instrument for service needs assessment is Resident Assessment Instrument Intellectual Disabilities (interRAI ID). However, there is limited evidence of the experiences of using interRAI ID for assessing the service needs of persons with ID from nursing staff and nursing managers' perspective. The aim of this study was to explore the suitability of the interRAI ID instrument (version Fi2020.1) for assessing the service needs and functional development of persons with ID as described by nursing staff and nursing managers working in a housing service. The data were collected using focus group interviews (n = 3) in May 2020. The interviews were conducted in units providing housing services for persons with ID (n = 6). The interview groups consisted of nursing staff (n = 22) and nursing managers (n = 6). The data were analysed using inductive content analysis. The experiences of nursing staff and nursing managers fell under three main categories: (1) the assessment process; (2) possibilities to use the assessment data and (3) implementation experience. The interRAI ID instrument is suitable and useful for the systematic assessment of the health, functional capacity and service needs of persons with ID. In the future, effective and evidence‐based methods are needed to promote the assessment skills of nursing staff and to use assessment data in nursing practice as well as nursing management. [ABSTRACT FROM AUTHOR]