The Impact of Leadership and Management in Nursing
The first study reviewed looked at the "effect of patient-focused redesign on midlevel nurse managers ' role responsibilities and perceptions of work environment (Ingersoll, 1999, p. 21). The study was chosen because patient-focused redesign models are becoming increasingly popular and little research has been conducted regarding the results of these models on nurse leaders/managers.
A review of published studies of Patient-Focused Redesign (PFR) suggests that models differ across institutions and that findings are preliminary and measure short-term effect only. Management theory is notably absent from the reports, and the extent of implementation of PFR principles differs according to the needs of the organization, the scope of services provided, and the resources available (Ingersoll, 1999, p. 22).
The study occurred at two tertiary hospitals in the Midwest. They selected nine midlevel nurse managers for the study. Between 9 and 12 months after completion of PDR the subjects were interviewed for 60-90 minutes each regarding their perceptions of the effect of redesign on their roles and responsibilities. In addition, they were asked about their challenges as an administrator. Feelings reported by the nurses managers included frustration and inadequacy. They mentioned numerous role behavior changes. The primary role behavior changes mentioned were "the need to measure and manage outcomes; the need to better understand the financial situation of the organization and the external factors that influence it; the need for high-level team-building skills; and the ability to manage rapid and dramatic change" (Ingersoll, 1999, p. 23). Overall, role confusion appeared to be the major issue for these nurse managers. The findings of this study show that regardless of how prepared the nurse managers were they still struggled to keep up with the demands of changes such as this. The study stressed the importance of providing support for managers facing situations such as
A review of published studies of Patient-Focused Redesign (PFR) suggests that models differ across institutions and that findings are preliminary and measure short-term effect only. Management theory is notably absent from the reports, and the extent of implementation of PFR principles differs according to the needs of the organization, the scope of services provided, and the resources available (Ingersoll, 1999, p. 22).
The study occurred at two tertiary hospitals in the Midwest. They selected nine midlevel nurse managers for the study. Between 9 and 12 months after completion of PDR the subjects were interviewed for 60-90 minutes each regarding their perceptions of the effect of redesign on their roles and responsibilities. In addition, they were asked about their challenges as an administrator. Feelings reported by the nurses managers included frustration and inadequacy. They mentioned numerous role behavior changes. The primary role behavior changes mentioned were "the need to measure and manage outcomes; the need to better understand the financial situation of the organization and the external factors that influence it; the need for high-level team-building skills; and the ability to manage rapid and dramatic change" (Ingersoll, 1999, p. 23). Overall, role confusion appeared to be the major issue for these nurse managers. The findings of this study show that regardless of how prepared the nurse managers were they still struggled to keep up with the demands of changes such as this. The study stressed the importance of providing support for managers facing situations such as
References: Ingersoll, G., Cook, J., Fogel, S., Applegate, M., Frank, B. (1999). The Effect of Patient-Focused Redesign on Midlevel Nurse Managers ' Role Responsibilities and Work Environment. Journal of Nursing Administration, 29. 21-27. Laschinger, H., Wong, C., McMahon, L., Kaufmann, C. (1999). Leader Behavior Impact on Staff Nurse Empowerment, Job Tension, and Work Effectiveness. Journal of Nursing Administration, 29. 28-38. Lindholm, M., Uden, G. (1999). Influence of Nursing Management Education on Management Direction and Role. Journal of Nursing Administration, 29. 49-55.