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Front-line managers as boundary spanners: effects of span and time on nurse supervision satisfaction

Authors

  • RAQUEL M. MEYER RN, PhD,

    1. Nursing Early Career Research Award Recipient, Ontario Ministry of Health and Long-Term Care and Assistant Professor (CLTA), Lawrence S. Bloomberg Faculty of Nursing
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  • LINDA O'BRIEN-PALLAS RN, PhD, FCAHS,

    1. Professor, Lawrence S. Bloomberg Faculty of Nursing and CHSRF/CIHR Chair in Nursing Health Human Resources
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  • DIANE DORAN RN, PhD, FCAHS,

    1. Professor, Lawrence S. Bloomberg Faculty of Nursing & Scientific Director, Nursing Health Services Research Unit, University of Toronto, Toronto
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  • DAVID STREINER PhD,

    1. Professor, Department of Psychiatry, University of Toronto, Toronto and Professor, Department of Psychiatry and Behavioural Neurosciences, McMaster University, Hamilton
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  • MARY FERGUSON-PARÉ RN, PhD, CHE,

    1. Former Vice President, Professional Affairs and Chief Nurse Executive, University Health Network and Associate Professor, Lawrence S. Bloomberg Faculty of Nursing, University of Toronto, Toronto, Canada
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  • CHRISTINE DUFFIELD RN, PhD

    1. Associate Dean (Research) and Director, Centre for Health Services Management and Deputy Director, WHO Collaborating Centre for Nursing, Midwifery and Health Development, Faculty of Nursing, Midwifery and Health, University of Technology, Sydney, Australia
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Raquel M. Meyer
130–155 College Street
Lawrence Bloomberg Faculty of Nursing
University of Toronto
Toronto
Ontario, Canada
M5T 1P8
E-mail:raquel.meyer@utoronto.ca

Abstract

meyer r.m., o'brien-pallas l., doran d., streiner d., ferguson-paré m. & duffield c. (2011) Journal of Nursing Management19, 611–622
Front-line managers as boundary spanners: effects of span and time on nurse supervision satisfaction

Aim  To examine the influence of nurse manager span (number of direct report staff), time in staff contact, transformational leadership practices and operational hours on nurse supervision satisfaction.

Background  Increasing role complexity has intensified the boundary spanning functions of managers. Because work demands and scope vary by management position, time in staff contact rather than span may better explain managers’ capacity to support staff.

Methods  A descriptive, correlational design was used to collect cross-sectional survey and prospective work log and administrative data from a convenience sample of 558 nurses in 51 clinical areas and 31 front-line nurse managers from four acute care hospitals in 2007–2008. Data were analysed using hierarchical linear modelling.

Results  Span, but not time in staff contact, interacted with leadership and operational hours to explain supervision satisfaction.

Conclusions  With compressed operational hours, supervision satisfaction was lower with highly transformational leadership in combination with wider spans. With extended operational hours, supervision satisfaction was higher with highly transformational leadership, and this effect was more pronounced under wider spans.

Implications for Nursing Management  Operational hours, which influence the manager’s daily span (average number of direct report staff working per weekday), should be factored into the design of front-line management positions.

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