Abstract Aim The aim of this study was to explore the influence of unit characteristics, staff characteristics and teamwork on job satisfaction with current position and occupation. Background Teamwork has been associated with a higher level of job satisfaction but few studies have focused on the acute care inpatient hospital nursing team.
Leading in a challenging practice environment Meet performance goals and standards Manage effectively policy and procedure changes Foster teamwork Cautious but optimistic outlook about their own leadership and future Anticipate future roles and challenges Confidence in their ability Fear of failure Responses to the focus group questions indicated Teamwork in nursing emerging nurse leaders have extremely high, possibly unrealistic, expectations of their leaders.
Idealistic Expectations of Leaders. Responses to the focus group questions indicated that emerging nurse leaders have extremely high, possibly unrealistic, expectations of their leaders. Qualities they expect in a leader include flexibility, clinical expertise, and administrative capability.
These emerging leaders also expect their leaders to be available and present on the unit to assist with patient care when needed.
Their comments indicated a limited understanding of the range of responsibilities and time commitment associated with the role of nurse leader. As part of the idealism, they expect leaders to know their staff members thoroughly and participate with the staff in standard shift efforts such as answering the phone or passing medications when needed.
They recognize that their managers might feel sandwiched between the desires of higher level administration and the needs of Teamwork in nursing staff but still expect high level advocacy: I think leadership is walking the fine line between what your organizational needs are versus what the personal needs of maybe your employees and your peers are also.
Overall, this category of idealistic expectations for nurse leaders was consistent across the three cohort groups and prominent in their voiced responses and in their non-verbal agreement to what was articulated. Heads nodded affirmatively when their peers expressed their perception of qualities needed in a nurse leader.
Yet when they discussed their expectations of nurse leaders, participants simultaneously communicated the challenging realities of their practice setting and their impact on leaders.
The current practice environment is perceived to be challenging on many levels by the emerging leaders. Leading in a Challenging Practice Environment. This theme surfaced repeatedly in the focus groups. They did not seem to recognize the demands on leadership in a complicated practice environment where reimbursement is driven by meeting performance goals.
Emerging leader comments indicated the frustration that they feel with these environmental challenges. We are in the front line fighting the war, but we are not getting all the ammunition that we need, because this group over here needs to go take that mountain.
Then all of a sudden we have to turn around and go to this mountain to fight. Now we are fighting so much and pulling in every direction that we lost the main focus about what we need to do. Right now the hospitals are sick and they are only being managed to keep them alive, not heal.
They are getting a heart transplant, but they have no kidneys and they have no brain. Frequent policy and procedure modifications were noted by participants as adding to the volatile nature of a practice setting because changes were not always well communicated to staff by their leadership.
Teamwork is important to emerging leaders in Generation Y. Poor teamwork was also cited as another perceived challenge in the current practice environment. Several nurses indicated it was their perception that night shift had better teamwork than day shift: Nonetheless, the participants believe they will contribute solutions to the challenges with their leadership.
Despite challenges noted, they are willing to take leadership roles because they see the potential to change their environments Cautious but Optimistic Outlook about their own Leadership and Future. One emerging leader observed that as leaders they could be different from what they view in practice today: The thing is you can be different… when you hear the complaints….
They had observed leaders in their environments lose their roles. You have to really be committed to do leadership right. Not just your employees and staff but to your employees as people. In the midst of their expression of idealism and challenges, the participants recognize that they are the future of nursing leadership.AIM: The aim of this exploratory study was to determine whether the level of nursing teamwork is correlated to call light answering time in acute care hospital patient care units.
Background: Teamwork has been shown to improve productivity. In this study, we examine the relationship between unit. The College of Nursing is an integral part of University of Utah Health and the University of Utah.
We are committed to working together to serve the people of Utah and beyond by continually improving the quality of life for individuals and communities. OJIN is a peer-reviewed, online publication that addresses current topics affecting nursing practice, research, education, and the wider health care sector.
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Over the years, residents and family members have enjoyed our comfortable home with its beautiful gardens, easy access, single-level design and exceptional care. Besides improving patient care, teamwork in nursing can also dramatically improve a nurse's job satisfaction according to a study published in the "Journal of Nursing Management." The study involved 3, nursing staff members from 80 patient care units in five hospitals.
The results were obtained by using a survey. georgia hosa, home, health occupations students of america.