Nursing leadership and management effects work environments

Authors

  • ANN MARRINER TOMEY PhD, RN, FAAN

    1. Professor Emeriti, Indiana State University, College of Nursing, Health and Human Services, North Fort Myers, FL, USA
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Ann Marriner Tomey
Indiana State University
College of Nursing, Health and Human Services
13001 Turtle Cove Trail
North Fort Myers
Florida 33903
USA
E-mail: atomey@indstate.edu

Abstract

Aim  The aim of this literature search was to identify recent research related to nursing leadership and management effects on work environment using the 14 forces of magnetism.

Background  This article gives some historical perspective from the original 1983 American Academy of Nursing study through to the 2002 McClure and Hinshaw update to 2009 publications.

Evaluation  Research publications were given a priority for references.

Key issues  The 14 forces of magnetism as identified by Unden and Monarch were: ‘1. Quality of leadership…, 2. Organizational structure…, 3. Management style…, 4. Personnel policies and programs…, 5. Professional models of care…, 6. Quality of care…, 7 Quality improvement…, 8. Consultation and resources…, 9. Autonomy…, 10. Community and the hospital…, 11. Nurse as teacher…, 12. Image of nursing…, 13. Interdisciplinary relationships… and 14. Professional development….’.

Conclusions  Correlations have been found among positive workplace management initiatives, style of transformational leadership and participative management; patient-to-nurse ratios; education levels of nurses; quality of patient care, patient satisfaction, employee health and well-being programmes; nurse satisfaction and retention of nurses; healthy workplace environments and healthy patients and personnel.

Implications for nursing management  This article identifies some of the research that provides evidence for evidence-based nursing management and leadership practice.

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