Department of Health and Nursing Science, University of Agder, Grimstad, Norway.
Centre for Caring Research, South Norway, Grimstad, Norway.
Scand J Caring Sci. 2022 Jun;36(2):482-492. doi: 10.1111/scs.13064. Epub 2022 Jan 8.
Increased complexity in the primary healthcare services has followed in the wake of health reforms and reveals the need for competence enhancement in the nursing services. Effective and visionary leadership, sufficiently qualified staff and cooperation among professionals are considered as key measures to safeguard quality in the services.
To identify which leadership styles characterise first-line nurse managers in Norwegian municipal in-patient acute care (MipAC) units and to investigate how first-line nurse managers' leadership styles are associated with team culture and documented nursing competence planning.
A cross-sectional survey was distributed to all the first-line nurse managers in Norwegian MipAC units (n = 229). Data were collected between March and June 2019. The response rate was 80.5% (n = 182). First-line managers' background information and data about their focus on team culture and competence planning were recorded. Furthermore, we noted organisational structural characteristics, and managers' transformational (relational) leadership and transactional (task-oriented) leadership styles.
The managers exhibited a high degree of transformational leadership behaviour, which was significantly associated with team culture. No significant associations between leadership behaviours and documented competence planning were found. Notably, we found a significant correlation between transformational and transactional leadership styles, indicating that the managers adapt their leadership behaviours to actual requirements and situations. Organisational structural factors: the share of registered nurses (RNs) on the staff and having a position for a professional development nurse were positively associated with competence planning.
A relational leadership style promotes team culture and both factors may empower the professional nursing environment. However, first-line nurse managers need to acknowledge nursing competence planning as a central part of effective leadership. Having a professional development nurse position seems to complement leadership and ease the manager's responsibilities regarding team culture and competence planning.
医疗改革后，基层医疗服务的复杂性有所增加，这表明护理服务需要提高能力。有效的、有远见的领导力、足够合格的员工以及专业人员之间的合作被认为是保障服务质量的关键措施。
确定挪威市立住院急性护理（MipAC）单位一线护士经理的领导风格特征，并调查一线护士经理的领导风格如何与团队文化和记录的护理能力规划相关联。
对挪威所有 MipAC 单位的一线护士经理（n=229）进行了横断面调查。数据收集于 2019 年 3 月至 6 月期间。回复率为 80.5%（n=182）。记录了一线经理的背景信息以及他们对团队文化和能力规划的关注数据。此外，我们还记录了组织结构特征，以及经理的变革型（关系型）领导和交易型（任务导向型）领导风格。
经理们表现出高度的变革型领导行为，这与团队文化显著相关。领导力行为与记录的能力规划之间没有发现显著的关联。值得注意的是，我们发现变革型和交易型领导风格之间存在显著的相关性，这表明经理们会根据实际需求和情况调整他们的领导行为。组织结构因素：员工中注册护士（RN）的比例以及是否有专业发展护士职位与能力规划呈正相关。
关系型领导风格促进了团队文化，这两个因素都可能增强专业护理环境。然而，一线护士经理需要将护理能力规划视为有效领导的核心部分。拥有专业发展护士职位似乎可以补充领导力，并减轻经理在团队文化和能力规划方面的责任。
