With the expected large-scale retirements of many Baby Boomer nurses, the future of nursing leadership will be in the hands of Generation Y nurses early in the next decade. Viewpoints expressed by the participants in this research indicated that current nurse leader-staff relationships may not be as positive as is needed to establish a healthy and nurturing work environment.
Unrelenting change in healthcare, focus on costs and increased span of control in many leadership roles have contributed to their perceptions. Although not yet widely reported in the nursing literature, there is recent research to support the viewpoints of these emerging leaders that the current healthcare environment has taken a toll on leader-staff relations. Over the past seven years, the American Association of Critical Care Nurses AACN has funded research to study the work environments of critical care nurses as well as nurses in other high acuity areas such as the emergency department.
A research team led by Dr. Beth Ulrich surveyed nurses nationally about each of the six key healthy work environment factors, asking specifically about perceptions of how well their frontline leaders and Chief Nursing Officers were doing on each of these dimensions. Studies were conducted in , , and The study included a very robust sample of nurses nationwide.
The study conducted by AACN and the research presented in this article should be a call to action for current nurse leaders. In addition to building more cohesive relationships with staff, there is clearly a need for leaders to do a more effective job of communicating with staff about the leadership role and responsibilities. The good news in this research is that Generation Y nurses are interested in nursing leadership and are confident about their ability to make positive changes in their environments.
To alleviate their concerns about failure in the role, they will require structured leadership development programs and strong mentorship. Growing future nurse leaders is a long term quest that requires both planning and action. Our emerging leaders will ultimately replace our current leaders and continue the very important work being done to improve nursing practice environments, and most importantly, patient outcomes. Yet succession planning is challenging today in a healthcare environment that is fast paced and constantly changing.
Current nurse leaders are often so consumed with their day to day work, and they are unaware of the impressions that young emerging leaders may have about their roles and impact.
The findings from this research indicate gaps in communication and understanding between nurse leaders and their staff that need to be bridged to recruit and retain Generation Y nurses into leadership roles. None of the authors has financial claims or conflicts of interest associated with this manuscript.
She has been the project director for two key nursing leadership initiatives that supported novice nurse transition, and emerging nurse leader development. She is author or co-author on 15 publications in peer-reviewed journals. Rose O.
She has written more than 60 peer-reviewed articles on nursing leadership topics and has received 2. Beth A. She is a qualitative researcher and has published numerous articles using phenomenology, grounded theory, ethnonursing, descriptive thematic analysis and content analysis methods. She serves as a visiting scholar for several universities in Taiwan and China. American Hospital Association. Retrieved from www. American Psychological Association. Stress by generation. American Organization of Nurse Executives. AONE position statement on the educational preparation for nurse leaders.
Bulmer, J. Leadership aspirations of Registered Nurses: Who wants to follow us. Journal of Nursing Administration. Hader, R. No time to lose.
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English Choose a language for shopping. Amazon Music Stream millions of songs. Amazon Advertising Find, attract, and engage customers. Amazon Drive Cloud storage from Amazon. Alexa Actionable Analytics for the Web. The absence of in-person interaction has at least two consequences. It also makes it more difficult for a leader to develop relationships.
The lack of social interaction can inhibit trust and group cohesion. The geographic distribution of virtual team members may also involve linguistic or cultural differences that can create barriers to effective communication. To address these communication challenges, e-leaders must communicate more frequently, provide more complete information, and use multiple means of communication technology effectively.
The virtual team leader must also encourage awareness of how group norms are developing. The virtual leader must make and share observations about how team members work together and encourage them to be attentive to the process by which they collaborate, rather than focus solely on tasks. Drawing explicit attention to group norms and reinforcing them by being a role model, the virtual leader can help build trust between team members and make them a more effective team.
Skip to main content. Search for:. Other Leadership Perspectives Emotional Leadership Emotional leadership is a process that leaders use to influence their followers to pursue a common goal. Learning Objectives. Leaders in a positive mood can affect their group in a positive way, and vice versa. Group affective tone refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than groups with leaders in a negative mood. Group processes like coordination, effort expenditure, and task strategy also affect followers.
Public expressions of mood influence how group members think and act relative to other group members. Group members respond to those signals cognitively and behaviorally in ways that are reflected in the group processes. Key Terms Emotional Leadership : Emotional leadership is a process that leaders use to influence their followers in a common goal. Learning Objectives Explain the importance of interactive leadership in generating motivation and commitment to shared objectives. Key Takeaways Key Points Interactive leaders engage followers in understanding goals and tasks to contribute more effectively to achieving them.
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Interactive leaders demonstrate their willingness to engage others in a variety of ways, including group decision making, building trust through openness and transparency, and being visible and accessible to followers. Key Terms Interactive Leadership : Style of leading that engages employees in understanding tasks and goals so they can be effective contributors to achieving them. Moral Leadership Ethical or moral leadership demonstrates responsibility for doing what is right.
Learning Objectives Apply ethical standards to leadership perspectives, explaining the relevance of integrity and responsibility to leadership. Key Takeaways Key Points Ethical or moral leadership involves leading in a manner that respects the rights and dignity of others. The duties of leaders also include the responsibility to ensure standards of moral and ethical conduct.
Therefore, a moral leader will stimulate a moral influence. The best leaders make known their values and ethics and reflect them in their leadership styles and actions. Key Terms moral : Of or relating to principles of right and wrong in behavior, especially for teaching right behavior. Servant Leadership Servant leadership involves feeling responsible for the world and actively contributing to the well-being of people and communities.
Key Takeaways Key Points Servant leadership is apparent in leaders who feel a responsibility for the well-being of others and their communities. A servant leader looks at what people need, helps them solve problems, and promotes the personal development of others. Larry C. Spears identified ten characteristics central to servant leaders: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the personal growth of people, and building communities.
Key Terms Servant Leadership : An approach to leading in which leaders take responsibility for contributing to the well-being of people and community. Greenleaf Center for Servant Leadership. Shared Leadership Shared leadership means that leadership responsibilities are distributed within a team and that members influence each other. Learning Objectives Describe shared leadership and the conditions needed for its success.
Key Takeaways Key Points Shared leadership occurs when two or more individuals in a group share responsibility for directing it toward its goals.
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