Lost in transition : a study of the leadership practices of nursing unit managers

LOST IN TRANSITION: A STUDY OF THE LEADERSHIP PRACTICES OF NURSING UNIT MANAGERS Leadership has become an important aspect of management practice in the changing health care environment. As health care organisations restructure to meet the demands for accessible, efficient, safe and affordable health care, nurses in management roles are under constant pressure to develop new skills and strategies to meet the challenges that accompany system change. The role of Nursing Unit Manager (NUM), being a frontline management position, is well placed to effect the changes now being asked of health care organisations. Nursing Unit Managers are expected to have management and leadership skills in order to function effectively in their roles and in responding to the challenges that emerge as a consequence of health care systems reform. This study explores the self-reported leadership practices of Nursing Unit Managers (NUMs), examines their leadership strengths from the perspectives of their staff and the impact of their leadership practices on workplace outcomes such as sense of empowerment and job satisfaction of staff. In addition, the study examines the leadership development needs of Nursing Unit Managers. Leadership and employee’s job satisfaction and empowerment are important elements in organisational performance. The relationship of these constructs is still not well understood. Moreover little is known about the influence of NUMs leadership practices on employee outcomes in Australia. Thus, this descriptive, exploratory study was used to explore the self-reported leadership practices of NUMs and describe the relationship of leadership practices to workplace outcomes in a tertiary referral hospital. The study sought to build knowledge and understanding of the leadership practices of NUMs including their impact on the work environment and staff. The study also investigated the barriers and facilitators for NUM leadership role enactment. Role theory was utilised as the theoretical framework for this study. Data generated from the Leadership Practices Inventory, Job in General Scale, and Conditions of Workplace EffectivenessII Instrument were utilised in this study. Data analyses included the use of Statistical Package for Social Sciences (SPSS). The findings showed that the use of leadership behaviours and employee