The Relationship between Managerial Leadership Behaviors and Staff Nurse Retention
The Relationship Between Managerial Leadership Behaviors and Staff Nurse Retention (KLEINMAN, CAROL): An Insight Paper
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Fostering rapport to build a good relationship with people cannot be underestimated. We have known and acknowledged this as a fact since time immemorial though we do not often see the full extent of it. We are social beings from the moment we are born into the world, created to interact with every member of our family, who although we share a portion of our DNA with, do not always act and think like us. Our family is the first “team” or “group” we belong to, with which we are assigned a pivotal role, whether as a parent, a sibling, an aunt or uncle, a granddaughter or grandson, etc. It is with our family that we first explored the diversity of opinions and decisions. With our family, we had our first taste of arguments and disagreements, though by virtue of kinship, we are still accepted for who we are without the constant demand or obligatory command to change ourselves. Our opinions and decisions matter and we find that being a member of this group forged by bloodline is our comfort zone. While growing up, however, our social circles expand to the neighborhood, then to the school and classroom, and finally the workplace. We then start to realize the difference between plain acceptance vis-á-vis the need to adjust to different groups who are not as tolerant as the one we have been accustomed to. The roles that we hold outside the confines of our homes, in a much stricter sense, require us to adapt and acculturate. In other words, now we must step away from our comfort zones to embrace the unavoidable change or else we risk being ostracized.
The hospital milieu, just like any other workplace, is not so much different from the other expanded social settings previously mentioned. As members of the hospital staff, we primarily function
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Fostering rapport to build a good relationship with people cannot be underestimated. We have known and acknowledged this as a fact since time immemorial though we do not often see the full extent of it. We are social beings from the moment we are born into the world, created to interact with every member of our family, who although we share a portion of our DNA with, do not always act and think like us. Our family is the first “team” or “group” we belong to, with which we are assigned a pivotal role, whether as a parent, a sibling, an aunt or uncle, a granddaughter or grandson, etc. It is with our family that we first explored the diversity of opinions and decisions. With our family, we had our first taste of arguments and disagreements, though by virtue of kinship, we are still accepted for who we are without the constant demand or obligatory command to change ourselves. Our opinions and decisions matter and we find that being a member of this group forged by bloodline is our comfort zone. While growing up, however, our social circles expand to the neighborhood, then to the school and classroom, and finally the workplace. We then start to realize the difference between plain acceptance vis-á-vis the need to adjust to different groups who are not as tolerant as the one we have been accustomed to. The roles that we hold outside the confines of our homes, in a much stricter sense, require us to adapt and acculturate. In other words, now we must step away from our comfort zones to embrace the unavoidable change or else we risk being ostracized.
The hospital milieu, just like any other workplace, is not so much different from the other expanded social settings previously mentioned. As members of the hospital staff, we primarily function