Nursing leadership and management effects work environments.

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.