• 대한간호학회지
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• 제29권5호
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• pp.1072-1086
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• 1999

This study has been attempted using the Q methodology to clarify leader type of nurse managers that head nurses and general nurses recognize, and to clarify its relative relation. Sixty-three statements were extracted through interviews with general and professional people interested in the subject of nurse leaders to extract the Q population. A total of 314 Q population was formed added with 251 questions extracted from related documents. Final 32 Q samples were selected by reorganization of 314 Q population after reexamining statements through inquiry of 1 professor of the nurse department, 2 students in course of nurse science masters degree and 2 students in course of doctoral degree. The P sample selection standard of this study were 25 nurses and 30 head nurses. Examination subjects themselves filled out 32 statements classified in a measure of 9 points from agreeable items to disagreeable items. Principal component factors were analyzed using the QUANL pc program after grading the contents of the P sample. Nurses recognizing subjective structure for leader behaviors of nurse manager were analyzed to be 3 factors: vision presentation type, self-capability consideration type, relationship consideration type, and head nurses recognizing subjective structure were analyzed to be 2 types: task pursuit leader type, and concord pursuit type. Nursing manager's leader behavior, expected by staff nurse are more complex and higher level which may combined with task pursuit leader type in concord pursuit leader of head nurse. Also according to Horsey and Blanchard theory(1977), the effectiveness of leadership becomes to be larger as the accordance rate between the behaviors of nurse leaders and followers reaction increase Two suggestions have been made based on the conclusion. 1. Studies on creating strategies in relation to development, management, selection of nurse leaders should be made based on this study. 2. There is a need for relative study of production and degree of similarity of leadership types based on this study.

• 가정∙방문간호학회지
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• 제5권
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• pp.84-99
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• 1998

The objectives of this study are to identify the actual educational contents of management for head nurse and to propose the educational subjects according to identity the needs of head, charge, and staff nurses. The subjects were investigated the actual Management Development Programs and educational needs of head nurses and prospective nurse manager(charge nurse, staff nurse with a lot of clinical experiences) in general hospitals. The tools were composed of two questionnaires: One was developed from the literature review for making items to measure actual situation. The other was revised Katz's model for measurement of educational needs. The first respondents of actual situation were 27 general hospitals with over 400 beds in Seoul and the second respondents were 89 head nurses, 67 charge nurses and 136 nurses at 3 hospitals by convenient sampling out of 27 general hospitals. Data were collected by telephone interview, mail questionnaire and visiting from 7th of October through 30th of November in 1997. In data analysis, general characteristics of the respondents and actual status of Management Development Programs were analyzed by frequency and percentage. Educational needs according to general characteristics were analyzed by ANOVA The results were as follows: 1. Actual situation of Management Development Program 1) Seven hospitals(26%) had Management Development Program for prospective managers and 14 hospitals (52%) for head nurses. 2) Education Department existed in 14 hospitals (52%). 3) One hospital(4%) had top level managers took part in the Management Development. 4) Two hospitals selected head nurse, who had finished courses of Management Development. Eight hospitals(30%) assessed educational needs. The assessment tools consisted of making a question via questionnaire(75%), determining at department meeting(12%) and interview(13%). 5) Educational programs had 3 types: 10 lecture type, 7 discussion type and 4 role play type programs. 6) One hospital evaluated the change of learner's attitude. 7) Four hospitals scored educational point, but that was measured only by attending. 8) Actual Management Development Programs were as follows. parenthesis indicates the number of hospitals. (1) Management Development Programs for Prospective manager. Role perception of Middle level Manager (1) . Role reconstruction of Nurse Manager (1). Workshop for Charge Nurse (1). Nursing Delivery System and Nursing Process (1). Communication (1). Motivation (1) (2) Management Development Programs for Head nurse.. Head nurse's Role (5). Administrative Work (7). Service Education (4). Prevention and Countermeasure of Nursing Incidence (3). Appraisal (3) 2. The results of needs on Management Development subject 1) The educational needs of all respondents on 3 skill domains showed positive agreement to strongly positive agreement. 2) High priority(more than 4.5) items were 12 of 24 Human skill items(50%), 1 of 6 Technical skill items(16%), and 2 of 13 Conceptual skill items (15%). 3) Out of high priority items, 8 items were instituted. 4) All respondents showed high needs on 3 skill domains regardless of 3 positions (head nurse, charge nurse, and nurse). Educational needs of Human skill domain, according to position were 108. S, 108.7, 106.8 (mean score = 72) , needs of Technical skill domain were 26.5, 26.6, 26.I(mean score=18), and needs of Conceptual skill domains were 56.9,56.7, 55.1(mean score=39). 5) Needs of 3 skill domains according to clinical career showed significant difference. Out of respondents, nurses with career of over 16years showed lowest degree of needs in Human skill domains(F=4.47, P=.004) and Conceptual skill domain(F=2.93, P=.034). 6) Educational needs according to educational background were not significant difference. But out of respondents, nurses educated at 3-year junior college relatively showed lowest needs in all of the 3 skill domains. With the above-mentioned findings, further study is necessary for generalization of this study at hospitals with different bed size and location. Also it is needed to study about management skill of nurse and charge nurse, and effective educational method.

• 대한간호
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• 제16권3호통권89호
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• pp.67-71
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• 1977

• 간호행정학회지
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• 제20권4호
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• pp.437-445
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• 2014

Purpose: The aim in this study was to identify head nurses' nursing performance according to their managerial competencies and professional nurse autonomy. Methods: From January 15 to January 31, 2013 a survey was distributed to 200 head nurses working in 5 tertiary hospitals in B city and J city. The response rate was 80% (160 responses). The survey content included the Managerial Competencies Scale (MCS), Schutzenhofer professional nurse autonomy Scale (SPNA), and Nursing Performance Scale (SPNA). Results: The score for MCS was 4.53, for SPNA, 177.05, and for SPNA, 4.62. Nursing performance was related to managerial competencies (${\beta}=0.741$; p<.001; SE=0.059) and professional autonomy (${\beta}=0.135$; p=.010; SE=0.001). These factors accounted for 64.8~67.3% of the variability in nursing performance. Conclusion: Results indicate that head nurses' performance would be improved through increased nursing managerial competencies and expansion of professional autonomy suggesting a need to develop work systems designed to achieve high managerial competency and professional autonomy in head nurses.

• 대한간호학회지
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• 제20권3호
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• pp.281-299
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• 1990

The organization of nursing department Significantly effects the hospital management. Especially, The head nurse is one of the most important position because head nurse is a first-line manager in the hospital level, a middle manager in nursing service organizations level and the top manager in each nursing unit level. This study was attempted to show the ideal model and nile by compare head nurses' role perception with staff nurses' role expectation according to two types of hospital. The survey was conducted among 94 head nurses and 233 staff nurses who are working at 5 different University Hospitals over 600 beds and 93 head nurses and 218 staff nurses Who are working at 12 different General Hospitals between 100∼300 beds in Seoul. The data was collected in a period from 8th September to 13th October in 1989 and the instrument used for this study was based on Han's one and reffered back to many literary sources and revised. The collected data was analysed by computer using S.P.S.S. program as a Mean, Percentage, Cronbach's alpha, Chi-Square, t-test and ANOVA. 1. The study was compared to the difference of the two subject group's general characteristics according to a type of hospital. As a relult, there were significant differences in age, educational background and career. 2. This Study was compared to the difference of the two subject group's role perception and role expection about each question according to a type of hospital. The result of this comparisons as follows : First, These were the most important issue between both groups : “Head nurse has to know about her staff's events and problems and then help them to solve that promptly.” Second, These were the least important issue between both groups : “Head nurse has an interview with patient's family and visitors”, “Head nurse is interested in her staff's privacy.” 3. This study was compared to the differences of each role areas according to a type of hospital. As a result, there were no significant differences both two subject groups except nursing manager role in staff nurses' group(t＝-2.893, df＝449.0, p＝0.004). 4. This study was tested to the difference of the two subject groups according to general characteristics. As a result, All of that there were no significant differences.

• 간호행정학회지
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• 제20권2호
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• pp.195-205
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• 2014

Purpose: The purpose was to identify the influence the quality of head and clinical nurses' LMX (Leader-Member Exchange) on job satisfaction and organizational commitment. Methods: The participants were 42 head nurses and 202 clinical nurses who worked in 7 hospitals with more than 300 beds in I-city. The data were collected from March 10 to April 10, 2013 using a self-report questionnaire. Data analysis was performed using hierarchical regression with the SPSS/WIN 20.0 program. Results: The mean score for head nurses' LMX quality was 3.66 and for clinical nurses, 3.51. Clinical nurses' LMX quality and age had a positive impact on job satisfaction (F=8.00, p<.001). Clinical nurses' LMX quality and marriage (not single) had a positive impact on organizational commitment (F=6.76, p<.001). Conclusion: The LMX quality of head nurse was higher than that of clinical nurses, but did not positively affect clinical nurses' job satisfaction or organizational commitment indicating that the LMX quality of clinical nurses is more important than that of head nurse. Thus head nurses should make efforts to lead their units or teams in a positive and friendly way. This positive recognition will promote greater job satisfaction and organizational commitment of clinical nurses.

• 대한간호학회지
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• 제37권4호
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• pp.501-509
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• 2007

Purpose: The purpose of this study was to identify job stress experienced by head nurses of general hospitals. Methods: Data was collected from 10 head nurses with in-depth interviews about their actual experiences. The main questions were when, why, and from whom they get stress in the work field; how they are affected by the stressful situation; and how they cope with this stress. All the interviews were recorded and transcribed. The collected data was analyzed using a consistent comparative data analysis method. Results: Job stress of head nurse was formed by 3 axis; causes, reactions, and coping strategies in complicated situational context such as human relationship, culture of hospital, individual characteristics, social support. Conclusion: The results of this study yields very useful information for nursing mangers to identify, by stages, the demands of the head nurses in their role adaptation process. The findings of this study contributes to developing programs and supportive policies that palliates the head nurses' job stress.

• 대한간호
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• 제24권3호통권131호
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• pp.29-35
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• 1985

• 대한간호
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• 제24권3호통권131호
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• pp.42-45
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• 1985

• 대한간호
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• 제13권6호통권74호
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• pp.54-56
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• 1974