Goldblatt Hadass, Granot Michal, Admi Hanna, Drach-Zahavy Anat
Faculty of Welfare and Health Sciences Department of Nursing, University of Haifa, Haifa, Israel.
J Adv Nurs. 2008 Jul;63(1):45-53. doi: 10.1111/j.1365-2648.2008.04650.x. Epub 2008 Jul 1.
This paper is a report of a study to explore the experience of being a shift-leader, and how these nurses view the management of their shift.
Professional demands on skilled and capable shift-leaders, who competently handle multi-disciplinary staff and patients, as well as operations and information, call for the development of efficient nursing leadership roles. Nevertheless, knowledge of shift-leaders' perspectives concerning their task management and leadership styles is relatively limited.
Twenty-eight Registered Nurses working in an Israeli medical centre participated in this qualitative study. Data were gathered through in-depth interviews conducted in two phases between February and October 2005: three focus group interviews (phase 1) followed by seven individual interviews (phase 2).
Content analysis revealed two major themes which constitute the essence of being a shift-leader: (1) a burden of responsibility, where the shift-leader moves between positions of maximum control and delegating some responsibility to other nurses; (2) the role's temporal dimension, expressed as a strong desire to reach the end of the shift safely, and taking managerial perspectives beyond the boundaries of the specific shift. The core of the shift-leader's position is an immense sense of responsibility. However, this managerial role is transient and therefore lacks an established authority.
A two-dimensional taxonomy of these themes reveals four types of potential and actual coping among shift-leaders, indicating the need to train them in leadership skills and systemic thinking. Interventions to limit the potential stress hazards should be focused simultaneously on shift-leaders themselves and on job restructuring.
本文报告一项旨在探究轮班主管经历以及这些护士如何看待其轮班管理工作的研究。
对熟练且有能力的轮班主管有专业要求，他们要能胜任地管理多学科员工和患者以及各项操作和信息，这就需要发展高效的护理领导角色。然而，关于轮班主管对其任务管理和领导风格的看法的了解相对有限。
在以色列一家医疗中心工作的28名注册护士参与了这项定性研究。数据收集于2005年2月至10月分两个阶段进行的深入访谈：三个焦点小组访谈（第一阶段），随后是七个个人访谈（第二阶段）。
内容分析揭示了构成轮班主管本质的两个主要主题：（1）责任负担，即轮班主管在最大控制权职位和将部分责任委托给其他护士的职位之间转换；（2）该角色的时间维度，表现为强烈渴望安全度过轮班结束，并从超出特定轮班范围的管理角度出发。轮班主管职位的核心是一种巨大的责任感。然而，这种管理角色是短暂的，因此缺乏既定的权威。
这些主题的二维分类法揭示了轮班主管中四种潜在和实际的应对方式，表明需要对他们进行领导技能和系统思维方面的培训。限制潜在压力危害的干预措施应同时关注轮班主管自身和工作重组。
