The purpose of this research is to determine the degree to which a positive experience with nursing leadership increases nurse's job satisfaction. The different values and norms of the generational cohorts result in each cohort perceiving leadership characteristics differently. Factors such as length of exposure to leadership, location, shift worked, clinical versus non-clinical positions and the presence or absence of Servant-Leadership, all have the potential to impact nursing satisfaction. Nursing satisfaction, or dissatisfaction impacts retention, further modifying nursing leadership practices. Conflict, Cohort, Servant-Leadership, and Self-Discrepancy theories were utilized to identify the relationships of generations to each other and to the leadership characteristics existing in their organizations. Two Central Florida healthcare organizations were utilized to obtain data regarding leadership characteristics, generational cohort and nursing satisfaction indicators. A total of 440 survey questionnaires were distributed, 182 were returned, a response rate of 41%. Factor Analysis utilizing principal component analysis was performed to reduce the 57 variables contained within questionnaires to one construct that represented a leadership characteristics variable. This variable was utilized to test 3 of the hypotheses. Principal component analysis was utilized to reduce 10 characteristics of Servant-Leadership, to a construct that represented a Servant-Leadership variable. Qualitative data was collected from 25 interviewees and was used to enrich and supplement the quantitative data from the survey questionnaires. Nursing leadership characteristics affect nursing satisfaction as demonstrated by this research. The more positive the perception or experience of nurses in relation to nursing leadership, the more job satisfaction increases. Even though literature states that Generation X employees exhibit less job satisfaction, due to generational specific values and norms, generational cohort did not demonstrate significance in this study. A positive perception of nursing leadership characteristics demonstrated a positive impact on nursing retention within an organization. Nurses who are satisfied with leadership characteristics tend to stay with that organization. The presence of Servant-Leadership characteristics also demonstrated a positive impact on nursing job satisfaction and retention. Leaders that demonstrate Servant-Leadership characteristics engender increased job satisfaction for their employees and increased retention of nurses for their organizations.

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The purpose of this study was to determine if the level of Nurse Manager (NM) emotional intelligence (EI) predicted registered nurse (RN) job satisfaction and RN perceptions of the practice environment. In addition, relationships to patient, nursing, and hospital outcomes were explored. Participants included RNs (N=659) and NMs (N=38) from 53 nursing units at eight hospitals located in the southeast region of the United States. A cross-sectional, correlational research design was used to test the hypotheses. Pearson product-moment correlation coefficients, simple linear and multiple regression statistics were conducted to analyze the data. Level of NM EI had a positive, not significant relationshp to RN job satisfaction and RN perceptions of the practice environment. A direct, positive significant relationship was observed between the variables NM EI and patient satisfaction with nursing care. There was a positive, significant relationship noted between the variables RN job satisfaction and RN perceptions of the practice environment. The indirect relationships between the level of NM EI and patient, nursing and hospital outcomes were not significant. There was a direct significant, positive relationship noted between the variables RN perceptions of the practice environment and patient satisfaction with nursing care. In addition, the interaction between RN job satisfaction and RN hours of care had a positive, significant relationship with unit level pressure ulcer rates. This study indicated that units with higher RN hours of care have increased pressure ulcer rates. In addition, results illustrate a marked increase in pressure ulcer rates on those units with higher levels of job satisfaction. In this study, pressure ulcer rates depended on the level of RN job satisfaction.

The purpose of this research project was to examine whether frontline nurse managers who had attended a leadership program, perceived their leadership style as containing behaviors representative of transformational leadership. A secondary purpose was to determine the participant's opinions about the value of a leadership program for their practice. Current literature was utilized to support this research project examining a nursing systems issue.The primary instrument used to collect data about leader practice was the Leadership Practices Inventory (LPI) (University of Georgia, 2002). An evaluation tool was also designed and utilized to gather information about the participant's perception of their leadership behaviors after completion of a training program. Survey participants were selected from nurses who completed the Arizona Healthcare Leadership Academy (AzHCLA) (2007) course in the last four years.A course survey and results from the LPI revealed that study participants perceived an increase in their behaviors related to leading others as well as having learned new skills by having completed the AzHCLA course. Nurse's educational levels were compared to the five leadership practice subgroups from the LPI to examine whether a nurse's educational level could better account for an increase in leadership competencies. Research data revealed that no relationship between educational levels existed but that certain leadership skills were gained by having completed a leadership educational program. By using descriptive statistics, mean scores were used to identify differences in how nurses perceived their individual competencies and behaviors after having completed leadership education. Reported perceptions of competencies and behaviors indicated that educational programs can be beneficial to frontline nurse leaders.While results from an ANOVA showed there was no statistical significance related to education and LPI subgroups, there was a trend in the mean differences for those individuals with a master's degree. Qualitative data revealed that course participants perceived having gained new leadership skills and behaviors. The data from this study created a baseline of information that warrants further investigation to identify if indeed education makes a difference in perceived leadership practices.

Registered nurses are the first contact for individuals seeking medical attention in the health system. These nurses have leaders who encourage them and they have goals and dreams to reach. The leadership of a hospital are responsible for creating a positive working environment so as to maintain job satisfaction for all. When subordinates are satisfied with their job they tend to stay and become more productive in their workplace. Leadership has an influence on the level of job satisfaction and therefore influences whether they leave or stay in the workplace. The objectives of the study were to describe the status of leadership, job satisfaction and the intention to leave among registered nurses in hospitals in the North-West and Free State Provinces. The relationship between leadership, job satisfaction and intention to leave among registered nurses in hospitals in the North-West and Free State Provinces was also investigated. The research design in this study was quantitative, descriptive, explanatory and contextual in nature. The sample included registered nurses (RNs) in medical and surgical units in both private and public hospitals in the North-West and Free State provinces of South Africa, (n = 204). Data was collected using the RN4CAST questionnaire. EpiData and SPSS statistical programmes were used to analyze data. The results of the study showed that most registered nurses were satisfied with the items of leadership except for the praise and recognition item (55.7%). Most registered nurses showed high levels of overall job satisfaction (70.5%), but were dissatisfied with wages (50%), study leave (40.9%) and opportunity for advancement (40.1%). Furthermore, the registered nurses showed high intention to leave their current hospitals (46.1%). The results also indicated a relationship between leadership, job satisfaction and intention to leave among registered nurses in medical and surgical wards in both private and public hospitals. Recommendations for policy, education, practice and future research were made. / Thesis (MCur)--North-West University, Potchefstroom Campus, 2013.

Registered nurses are the first contact for individuals seeking medical attention in the health system. These nurses have leaders who encourage them and they have goals and dreams to reach. The leadership of a hospital are responsible for creating a positive working environment so as to maintain job satisfaction for all. When subordinates are satisfied with their job they tend to stay and become more productive in their workplace. Leadership has an influence on the level of job satisfaction and therefore influences whether they leave or stay in the workplace. The objectives of the study were to describe the status of leadership, job satisfaction and the intention to leave among registered nurses in hospitals in the North-West and Free State Provinces. The relationship between leadership, job satisfaction and intention to leave among registered nurses in hospitals in the North-West and Free State Provinces was also investigated. The research design in this study was quantitative, descriptive, explanatory and contextual in nature. The sample included registered nurses (RNs) in medical and surgical units in both private and public hospitals in the North-West and Free State provinces of South Africa, (n = 204). Data was collected using the RN4CAST questionnaire. EpiData and SPSS statistical programmes were used to analyze data. The results of the study showed that most registered nurses were satisfied with the items of leadership except for the praise and recognition item (55.7%). Most registered nurses showed high levels of overall job satisfaction (70.5%), but were dissatisfied with wages (50%), study leave (40.9%) and opportunity for advancement (40.1%). Furthermore, the registered nurses showed high intention to leave their current hospitals (46.1%). The results also indicated a relationship between leadership, job satisfaction and intention to leave among registered nurses in medical and surgical wards in both private and public hospitals. Recommendations for policy, education, practice and future research were made. / Thesis (MCur)--North-West University, Potchefstroom Campus, 2013.

For several years now, the healthcare service has been facing major recruitment challenges where the shortage of nurses is a reality. As time goes by and experienced employees leave the profession, managers are facing a transition to not only having a lack of resources but also a lack of competence. Insufficient staffing or competence can create negative consequences and further aggravate the basic problem of competence management. The overall purpose of this study is to create knowledge about the situation of unit managers regarding the competence management of nurses, by examining what conditions and tools   unit managers have in their leadership to handle this. The study examines the conditions and tools that unit managers describe that they have for managing competence and need thereof in the department. What tools regarding competence management / needs, how the tools look like and how they are used in relation to competence management, and whether the unit manager lacks any tools. Finally, the study describes how the unit manager handles the unit’s competence needs and competence management, through leadership. The study is based on theories in competence management, learning organizations, learning in the workplace and leadership. Specifically, four different departments are examined at an emergency hospital in central Sweden using a qualitative method. The empirical material comes from completed semi-structured interviews with a total of eight unit managers, which were analyzed based on a qualitative content analysis approach. The results of the study show how the unit managers have adopted different strategies for working with the prevailing competence management situation. Competence management is mostly described in terms of competence development. The unit managers describe limitations regarding the shortage of nurses and there are major challenges regarding the competence level of the department. The unit managers describe a need for a larger proportion of the group of nurses who have solid professional experience within the specialty of the   department. The results show different obstacles at different levels, where the goal to have a long-term and forward-looking focus, may stand aside. The unit managers describe that other things take up their time, where a large proportion of the worktime is spent on staffing, with the right competence. The study shows how the unit managers use or develop their own competence tools to facilitate competence management. Support from the organisation is in many issues lacking but demanded. About half of the unit managers use the region's competence tools. The unit manages describes some elements of a learning organization, but the holistic approach for the entire hospital is not in focus. Leadership is described as clear, present and that the goals of the unit are linked to the employees' motivation and development needs. The lack of nurses remaining, and the lack of experienced nurses in the unit affects the unit managers' daily work. A large part of the worktime is spent on recruitment, but also on constantly developing the competence of the employees in order to ensure good patient care.

Background Mentorship is used to ease entry to practice for new nursing graduates. However, little is known about the process of pairing with experienced nurses. The aim of this dissertation is to explore mentorship pairing processes for new nursing graduates and experienced nurses. Methods 1. A quality improvement project was conducted using organizational data to describe the impact of the New Graduate Guarantee program at The Ottawa Hospital from 2013 to 2018 on new graduate nurses and organizational outcomes. 2. An interpretive descriptive study was conducted to develop an in-depth understanding of mentorship pairing practices specific to nursing occurring in a clinical setting that will ultimately inform future mentorship pairing practices. 3. A systematic review was conducted to determine the effect of mentorship pairing processes on the mentoring relationship and outcomes at the level of the new nursing graduate, mentor and organization. Findings 1. From 2013 to 2017, 66 nurses were hired directly into operational vacancies and 579 new graduate nurses were paired with a mentor in the New Graduate Guarantee program. The two-year turnover rate for new graduates who participated in the New Graduate Guarantee program (21.5%, N=92/427) was lower than new graduate turnover rates reported in the literature. 2. Interviews with 13 new graduate nurses and 12 mentors revealed a lack of awareness of current nursing mentorship pairing processes. Six nurse leaders described pairing processes using third party pairing. Participants suggested preparation, socialization and self-selection are key components to consider for future practice. 3. Of 2583 citations screened, no studies evaluated the nursing mentorship pairing process. Research is required to determine effective mentorship pairing processes in nursing. Conclusion Although 579 nurses were hired through the New Graduate Guarantee nursing mentorship program, the 13 new graduates and 12 mentors interviewed were unaware of the process used for pairing. Furthermore, no studies have evaluated mentorship pairing processes. Ninety percent of new graduates hired participated in the New Graduate Guarantee program. Future research is required to trial pairing processes proposed by nurse leaders, new graduates and experienced nurses and to develop and validate tools to evaluate the outcomes of these pairings.