• 대한간호
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• 제37권1호
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• pp.107-115
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• 1998

There is an important concern regarding the First-line nurse manager's leadership because of the recognition that effectiveness of Leadership in this position results in benefits for the whole health care organization. So knowledge and practice of effective leadership behavior are now more essential to nursing than ever before. First-line Nurse Managers must be effective leaders to meet today's challenge because staff nurse, patient are affected by them. So the purpose of this study was to identify and to analyse the need for Leadership program of First-Line nurse managers in university hospitals. There were three major purposes of this study. First, identify First-line nurse managers general characteristic, second, identify their experience of leadership training, third, identify and analysis their demands for leadership training program. The subjects for this study was 167 First-line nurse manager randomly from 18 university hospitals in Korea. The data were collected through questionnaires from Oct. 13th to Nov. 20th, 1997, data was analysed using frequencies and percentages. Especially the steps of analysis of descriptions were as follows: Initial analysis centered on the identification of the demands of first-line nurse managers. Later analysis collapsed the demands into broad categories. From the collect data, 283 demands of first-line nurse managers were identified. These demands were then sorted into 3 broad categories that included : Self development as first-line nurse managers, relationship with others, and practice. The result of the study were as follows ; 1) Most of nurse managers(79.6%) had leadership training course and had good experience to improve self leadership. 2) Their demands of leadership training course are as follows First, for self as first-line nurse managers, they want to learn leadership theory, identify their leadership style and then develop their leadership skill. Second, for others as first-line nurse managers, they want to improve their communication skill, empowering others, relationship with others. Third, for patients as first-line nurse managers, improve their knowledge of practice. From the above finding, this study can be suggested the following; 1. Develope a leadership training course to improve first- line nurse manager's leadership skill according to their demands, so they will be better able to lead staff nurses for organization purposes. 2. When develope leadership training program, it must be contained the factors which first-line nurse managers want to learn.

• 간호행정학회지
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• 제6권3호
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• pp.333-345
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• 2000

The health care environment becomes more competitive every day. It has fallen to nurse managers - from vice presidents of patient care to nurse managers and their assistants - to recruit and develop a workforce that successfully meets the needs of both patients and the organization. This means employees who demonstrate advanced critical thinking skills, creative problem solving, and sound decision making skills combined with clinical skills and patient advocacy. The environment which nurse managers create and the way they relate to their workforce, are pivotal to organizational viability. Especially leadership of first -line nurse managers contributes to the success of their organizations. First-line nurse managers are deserved to be one of the most administrative supervisors through the middle stratum in a hospital organization as being a manager in the field service if assessed from the overall aspects of hospital, as being an interim managers in the nursing department as well as being a supreme supervisor in a unit in terms of an organizational structure in the hospital. Similarly, as a compete leader, the first-line nurse managers have not only a professional which is qualified to perform a role of appropriate coordination with medical staff and key personnel but also hold an important key position a being responsible for performing his or her given role. The first-line nurse manager is expected to manage human and fiscal resources in ways not required before. While an identified need for well-prepared first-line nurse manager continues to plague the profession, first-line nurse managers often have difficulty providing the leadership required. The need leadership training to function effectively in their positions. But we hardly find a useful leadership training program for first-line nurse managers, therefore the purpose of this study was to developed the leadership training program for them. The steps of leadership program development were below: 1st step, 2 studies were done before develop a leadership program. One was done to ask to first-line nurse managers what they want to learn through leadership training, the other one was to ask the staff nurses what their opinions are for their first-line nurse managers leadership. 2nd step was searching other leadership programs contents. The results of this study were below: The total amount of hours is 24. Leadership training program contents are : Future of nursing profession (210min), understanding basic factor's of leadership and leadership theories(310 min), self understanding as first- line nurse managers(320 min), basic principle and practice of interpersonal relationship(210 min), assertiveness training, conflict management (180min), and group study(210min). This is challenging time to be a leader, especially in nursing. As nurse managers look toward the new millennium, it seems as through the same struggles are ahead that are behind. So nurse managers need to embrace change with a positive attitude. They need to demonstrate risk taking and support it in their staffs. All these things are possible that after they participate the leadership training program.

• Asian Journal for Public Opinion Research
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• 제4권2호
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• pp.88-107
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• 2017

Background: Adolescent mothers may find the transition to motherhood to be Aim: The aim of this study was to investigate the viewpoints of nurse managers and directors of nursing services in community hospitals regarding the essential competencies of head nurses. Methods: A qualitative descriptive design was used to investigate the perspective of nurse managers and directors of nursing services about essential competencies of nurse managers in community hospitals. A total of ten participants (four directors of nursing services and six nurse managers) were interviewed. Findings: Nurse managers and directors of nursing services identified leadership, management, communication, professional ethics, and policy and healthcare environment as the essential competencies for their positions in community hospitals. Conclusions: These findings can be used by executives of community hospitals and nursing institutes to plan for competency development for nurse managers. They should be included in nursing administration programs.

• 간호행정학회지
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• 제13권1호
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• pp.82-97
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• 2007

Purpose: This study was to investigate the relationships among nurse managers' participation in decision-making process relation to human resource management and the influencing factors. Method: The subjects were 198 nurse managers who were in general hospitals over 900 beds. The data were collected from January 13 to March 13, 2006. The SPSS PC+ 12.0 program was used to analyze the data. Result: The nurse managers had greater participation in the identification phase of decision making than selection phase. The mean scores of three phases were significantly different. The satisfaction of decision making was evaluated. The higher participation in decision making, the higher satisfaction of decision making. Nurse managers' decision style tended to be more participative than autocratic. Personal and organizational factors(age and decentralization) influenced positively on participation in decision making. Decentralization and span of control influenced positively on satisfaction in decision making. Conclusion: It is necessary to permit the participation in decision making for nurse managers.

• 한국직업건강간호학회지
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• 제21권3호
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• pp.175-183
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• 2012

Purpose: The purpose of this study was to investigate the relationship between nurse managers' facilitative communication as perceived by nurses and nurses' self-esteem. Methods: The subjects were 256 staff nurses at B hospital of C University in Kyeonggi-do. The data were collected between December 1, 2009 and January 12, 2010. The collected data were analyzed using the SAS program through t-test, ANOVA, Scheff$\acute{e}$ test, Pearson's correlation coefficients. Results: Nurses' self-esteem was higher when nurse managers perceived them as facilitative communicators in empathic understanding and genuineness subgroup of facilitative communication (p<.05). There was a positive correlation between nurse managers' facilitative communication and nurses' self-esteem(r=.15, p=.015). Also there was a positive correlation among the nurse managers' facilitative communication subgroups, empathic understanding; genuineness; concreteness(r=0.18, p=.004; r=0.18, p=.003; r=0.19, p=.002) and nurses' self-esteem. Conclusion: Nurse managers are in need of facilitative communication. Therefore, job education and training for improving nurse managers' communication skills particularly related to empathic understanding, genuineness and concreteness are required.

• 간호행정학회지
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• 제6권1호
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• pp.97-107
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• 2000

In human societies, there are various organizations which are unique and have different roles. Among them, hospital organization are much more complex than other organizations because of their multitude of professional groups each with its own goals. To achieve its purposes, hospital should manage each professional group effectively. Hospital nursing organizations are the core positions in hospitals for patient care. Therefore nursing organizations have have efficient nurse managers to lead nurses for their own purposes. First- line nurse managers have special tasks for patients and nurses, which include to motivating, managing communicating with the people. So they should have high self-efficacy, which is the belief that one can successfully perform the behaviors in question. Self-Efficacy of first line nurse managers that asked them for leading their staff, and their tasks, is essential to bring about self-realization of staff nurses through motivation and job satisfaction, taking advantage of sound surrounding which is able to operate her staff nurses in order to function efficiently. But there were few studies on the topic in a hospital setting. This study was designed to measure first-line nurse managers' self-efficacy. The subjects for this Study were 167 first-line nurse managers randomly selected from 18 university hospitals in Korea. The Self-Efficacy was measured using 'The general self-efficacy scale' developed by Sherer and Maddux(1982). The data were collected through questionnaires and analysed using SAS program, frequencies, percentages and Pearson' correlation coefficients. The results of this study were as follows : 1. The average of first- line nurse managers' self- efficacy was 66.7. 2. The correlation between first-line nurse managers' self- efficacy and general characteristics(age, education, career) was not significant. From the above findings, this study can suggest the following : 1. Repeat studies are needed in various hospital settings. 2. First-line nurse managers must be trained with special programs for each nursing organizations' purposes.

• 성인간호학회지
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• 제19권5호
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• pp.56-69
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• 2007

Purpose: This study aimed to explore the discourses and the patterns of problem solving behaviors among the nurse managers. The focus of the study was the difficult situations in caring with patients and their families. Methods: Field study was performed at a for-profit hospital from March, 2004 to March, 2007. The participants of the study were 5 head nurses and 2 nurses in charge. The data were collected with iterative interviews and participant-observations. For the analysis of the data, taxonomy and critical discourse analyzing were applied. Results: The nurse mangers who showed wholistic patterns of behavior took the role of a broker among the client system, professional nursing system, medical system, and other allied health system. The nurse managers whose approach was profession-centered took the role of protector of nursing system. The nurse manager who practiced nurse-oriented pattern of behavior tried not to have harm against other members of health system. The experiences of nurse managers were effected from the discourses of patriarchal and market mechanism. Conclusion: The situation that provoke conflict between clients and nurses become more common with the changes to the health care system and to society. Nurse managers take the role of these conflict problems. The successful solving of conflict in a nursing care setting promotes the quality of care and satisfaction of clients. Programs for enhancing nurse's problem solving competency should anchored be in their practices.

• 한국간호교육학회지
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• 제30권1호
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• pp.82-95
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• 2024

Purpose: This study aimed to identify the needs for the managerial competencies of nurse managers in general hospitals. Methods: A cross-sectional design was used. The participants were 203 nurse managers, 141 head nurses or unit managers, and 62 directors or team managers from 17 general hospitals. Data were collected by a self-administered questionnaire with 42 nursing management competencies and 181 behavioral indicators. Participants rated the importance and performance of each indicator. Data were analyzed using a paired t-test, independent t-test, importance-performance analysis, Borich's needs assessment model, and locus for focus model. Results: In all 42 competencies, importance was rated significantly higher than performance. The head nurses or unit managers had high demands for "human resource development," "performance management," and "information management," while the directors or team managers had high demands for "change management." Competencies in high demand in both groups were "development of nursing standards" and "self-management." Conclusion: Based on the results, it is necessary to select priorities and prepare educational content when developing educational programs to strengthen the nursing management competencies of general hospitals' nurse managers.

• 대한간호학회지
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• 제46권3호
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• pp.375-389
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• 2016

Purpose: The aim of this study was to classify nursing management competencies and develop behavioral indicators for nurse managers in hospitals. Also, levels of importance and performance based on developed criteria were to be identified and compared. Methods: Using expert survey we classified nursing management competencies and behavioral indicators with data from 34 nurse managers and professors. Subsequently, data from a survey of 216 nurse managers in 7 cities was used to analyze the importance-performance comparison of the classified nursing management competencies and behavioral indicators. Results: Forty-two nursing management competencies were identified together with 181 behavioral indicators. The mean score for importance of nursing management competency was higher than the mean score for performance. According to the importance-performance analysis, 5 of the 42 nursing management competencies require further development: vision-building, analysis, change management, human resource development, and self-management competency. Conclusion: The classification of nursing management competencies and behavioral indicators for nurse managers in hospitals provides basic data for the development and evaluation of programs designed to increase the competency of nurse managers in hospitals.

• 한국콘텐츠학회논문지
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• 제19권7호
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• pp.456-466
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• 2019

본 연구는 팀워크를 결정하는 조직적 요인으로 간호 관리자의 리더십에 주목하여, 간호 관리자의 네 유형의 리더십이 간호사가 지각하는 팀워크에 미치는 영향을 검증하였다. G시에 소재한 일 대학병원의 일반/책임 간호사를 대상으로 설문조사를 실시하였으며, 187부를 최종 자료분석에 사용하였다. 다중 회귀분석 결과, 간호 관리자의 변혁적 리더십과 서번트 리더십, 윤리적 리더십이 높을수록 간호사 간의 팀워크가 높은 것으로 나타났다. 반면에, 간호 관리자의 거래적 리더십은 간호사 간의 팀워크와 유의한 관계가 없었다. 본 연구는 간호 관리자가 거래적 리더십보다는 변혁적 리더십, 서번트 리더십, 윤리적 리더십을 발휘하는 것이 간호사 간의 팀워크를 증진하는 데에 효과적임을 시사한다. 본 연구결과를 토대로 간호 관리자를 위한 리더십 교육 프로그램에서 변혁적 리더십뿐만 아니라 서번트 리더십과 윤리적 리더십에 대해서도 다룰 것을 제안한다.