Thesis (Ed.D.)--Teachers College, Columbia University, 1974. / Typescript; issued also on microfilm. Sponsor: Marie M. Seedor. Dissertation Committee: Marvin Sontag. Includes bibliographical references (leaves 83-89).

Thesis--Wayne State University. / Typescript. Vita. Includes bibliographical references (leaves 386-398).

Thesis--Wayne State University. / Typescript. Vita. Includes bibliographical references (leaves 386-398).

Abstract The leadership practices of nurse managers and the association with nursing staff retention and the promotion of quality care in two Saskatchewan hospitals? Doctor of Philosophy, 2009, Karen Eisler Graduate Department of Faculty of Nursing, University of Toronto The purpose of this descriptive correlational study was to explore the relationship between nurse managers’ leadership practices as measured by Kouzes and Posners’ (2001) Leadership Practice Inventory and staff nurses’ intent to leave the job, absenteeism, medication errors and the quality of care. A total of 450 RNs and LPNs responded to a mailed survey. The respondents were representative of the target population; 54% were 46 years of age or older, 81% RNs and 19% LPNs, 95% female, over 65% had at least 11 years of nursing experience, and 65% worked fulltime. Staff nurses gave low ratings of their managers’ use of the five transformational leadership practices. There was a weak or non significant relationship between the five leadership practices and staff nurses’ intent to leave, absenteeism or medication errors. Results of hierarchical multiple regression analyses revealed that some of the leadership practices had a significant positive relationship with perceived quality of patient care and nursing care on the unit. The strongest predictors of quality of patient care (23% of the variance) were the leadership practices, Challenge the process, Inspire a shared vision, Enable others to act and Model the way. The strongest predictors of the quality of nursing care (16% of the variance) were the leadership practices, Model the way and Challenge the process. The results of this study indicated that managers’ use of transformational leadership practices can affect the staff nurses’ perception of the quality of patient care and nursing care on a unit. It is important that nurse managers develop leadership practices to promote high quality care in Saskatchewan hospitals.

Abstract The leadership practices of nurse managers and the association with nursing staff retention and the promotion of quality care in two Saskatchewan hospitals? Doctor of Philosophy, 2009, Karen Eisler Graduate Department of Faculty of Nursing, University of Toronto The purpose of this descriptive correlational study was to explore the relationship between nurse managers’ leadership practices as measured by Kouzes and Posners’ (2001) Leadership Practice Inventory and staff nurses’ intent to leave the job, absenteeism, medication errors and the quality of care. A total of 450 RNs and LPNs responded to a mailed survey. The respondents were representative of the target population; 54% were 46 years of age or older, 81% RNs and 19% LPNs, 95% female, over 65% had at least 11 years of nursing experience, and 65% worked fulltime. Staff nurses gave low ratings of their managers’ use of the five transformational leadership practices. There was a weak or non significant relationship between the five leadership practices and staff nurses’ intent to leave, absenteeism or medication errors. Results of hierarchical multiple regression analyses revealed that some of the leadership practices had a significant positive relationship with perceived quality of patient care and nursing care on the unit. The strongest predictors of quality of patient care (23% of the variance) were the leadership practices, Challenge the process, Inspire a shared vision, Enable others to act and Model the way. The strongest predictors of the quality of nursing care (16% of the variance) were the leadership practices, Model the way and Challenge the process. The results of this study indicated that managers’ use of transformational leadership practices can affect the staff nurses’ perception of the quality of patient care and nursing care on a unit. It is important that nurse managers develop leadership practices to promote high quality care in Saskatchewan hospitals.

Thesis (Ph. D.)--Virginia Commonwealth University, 2009. / Prepared for: School of Education. Bibliography: leaves 215 - 224. Also available online via the Internet.

Thesis (M.S.)--Boston University

No description available.

Nurses are often promoted or hired into leadership positions without the benefit of a formal orientation to their new leadership positions. The challenge of navigating the various expectations of the role of clinical nurse leader (CNL) such as fiscal ownership, staffing patterns, payroll, and disciplinary action process can be overwhelming. The lack of a formalized orientation process and an identified nurse leader to function as a mentor can contribute to the novice CNL feeling unsupported and overwhelmed. The purpose of this project was to identify, develop, and evaluate a CNL orientation manual, outline, and program for newly appointed CNLs. The desired outcome for this doctor of nursing practice project was the education and preparation of CNLs who will navigate the various facets of the role and retain their positions longterm. The Association of Nurse Executives nurse leader model was used to guide the project. A panel of 5 CNL experts evaluated the manual outline and content using a 5-question Likert scale survey. Findings indicated 100% of the participants agreed or strongly agreed with the importance of the topics covered and 80% agreed with the content covered in the manual outline. The project is expected to promote positive social change by preparing new CNLs to meet the requirements of leadership positions.

As nursing leaders, nurse managers are critical to the future of the healthcare system, as well as the nursing profession. Becoming a new manager or leader requires considerable development (Conners, Dunn, Devine, & Osterman, 2007); however, there is limited literature that focuses on the development of the nurse manager (Cadmus & Johansen, 2012). The purpose of this study was to explore the development of self-efficacy in nursing leaders, specifically new nurse managers. Albert Bandura’s (1997) self-efficacy theory was used to guide this study. Qualitative content analysis was used to analyze the data. Two themes emerged from the data, describing experiences of self-efficacy, and the development of self-efficacy. A positive connection between experiencing a mentoring relationship and perceived self-efficacy emerged from the data. The findings of this study provide healthcare stakeholders an in-depth understanding of the importance of mentoring and it outcomes related to the development of self-efficacy in new nurse managers.