Conclusion
Managing the complexities of a clinical unit is perhaps more
difficult today than ever before. Shortages of trained nursing
staff, as well as the large number of nurses leaving the
profession and the high cost of recruiting and training new
staff, means that it is vitally important for nurse managers to
reduce staff turnover. Additionally, reductions in managerial
positions have resulted in an increased range of responsibil-
ities for remaining NUMs. Most notably, NUMs report
spending more time on administrative tasks and less time on
direct clinical leadership (Duffield et al. 2007a). Whilst
previous research has suggested a link between effective
nurse management and staff retention (Kleinman 2004a), the
issue of which particular aspects of the nurse manager’s
behaviour are most important in staff nurse satisfaction has
remained unaddressed. The present study shows that an
effective nursing unit manager who consults with staff and
provides positive feedback is instrumental in increasing job
satisfaction and satisfaction with nursing. However, for a
leaders in developing these critical leadership skills. Strategies
also need to be put in place to ensure that nurse leaders
receive adequate organisational support from nursing exec-
utives.
ward to be rated positively overall by staff nurses, the nurse
unit manager needed to be performing well on all leadership
aspects.
These findings have important implications for clinical
practice. The fact that few NUMs have formal management
qualifications (Paliadelis 2008) and the complex nature and
varied responsibilities of the role (NSW Department of
Health 2009) suggests that additional training may assist
NUMs in developing the advanced leadership skills they
require. The acquisition of such leadership skills could be
fostered by the provision of training courses or mentorship
programmes. However, whilst the NUM plays a primary
leadership role, it is vital that they receive adequate organ-
isational support in the form of a visible nurse executive who
has a ‘seat at the table’ where decisions about nursing and its
future are made.
ConclusionManaging the complexities of a clinical unit is perhaps moredifficult today than ever before. Shortages of trained nursingstaff, as well as the large number of nurses leaving theprofession and the high cost of recruiting and training newstaff, means that it is vitally important for nurse managers toreduce staff turnover. Additionally, reductions in managerialpositions have resulted in an increased range of responsibil-ities for remaining NUMs. Most notably, NUMs reportspending more time on administrative tasks and less time ondirect clinical leadership (Duffield et al. 2007a). Whilstprevious research has suggested a link between effectivenurse management and staff retention (Kleinman 2004a), theissue of which particular aspects of the nurse manager’sbehaviour are most important in staff nurse satisfaction hasremained unaddressed. The present study shows that aneffective nursing unit manager who consults with staff andprovides positive feedback is instrumental in increasing jobsatisfaction and satisfaction with nursing. However, for aleaders in developing these critical leadership skills. Strategiesalso need to be put in place to ensure that nurse leadersreceive adequate organisational support from nursing exec-utives.ward to be rated positively overall by staff nurses, the nurseunit manager needed to be performing well on all leadershipaspects. These findings have important implications for clinicalปฏิบัติการ ความจริงที่ว่า NUMs น้อยมีการบริหารอย่างเป็นทางการqualifications (Paliadelis 2008) และธรรมชาติซับซ้อน และความรับผิดชอบแตกต่างกันของบทบาท (แผนกนิวเซาธ์เวลส์ของสุขภาพ 2009) แนะนำฝึกอบรมเพิ่มเติมอาจช่วยNUMs ในการพัฒนาทักษะภาวะผู้นำขั้นสูงพวกเขาต้องการ การฝึกดังกล่าวอาจเด็ก ๆ โดยจัดหลักสูตรฝึกอบรมหรือการอบรมโปรแกรม อย่างไรก็ตาม ขณะ NUM เล่นหลักบทบาทเป็นผู้นำ มันมีความสำคัญที่ได้รับอวัยวะเพียงพอ-สนับสนุน isational ในรูปแบบของการบริหารพยาบาลมองเห็นใครมี 'นั่งในตาราง' ที่ตัดสินเกี่ยวกับการพยาบาลและอนาคตจะได้
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Conclusion
Managing the complexities of a clinical unit is perhaps more
difficult today than ever before. Shortages of trained nursing
staff, as well as the large number of nurses leaving the
profession and the high cost of recruiting and training new
staff, means that it is vitally important for nurse managers to
reduce staff turnover. Additionally, reductions in managerial
positions have resulted in an increased range of responsibil-
ities for remaining NUMs. Most notably, NUMs report
spending more time on administrative tasks and less time on
direct clinical leadership (Duffield et al. 2007a). Whilst
previous research has suggested a link between effective
nurse management and staff retention (Kleinman 2004a), the
issue of which particular aspects of the nurse manager’s
behaviour are most important in staff nurse satisfaction has
remained unaddressed. The present study shows that an
effective nursing unit manager who consults with staff and
provides positive feedback is instrumental in increasing job
satisfaction and satisfaction with nursing. However, for a
leaders in developing these critical leadership skills. Strategies
also need to be put in place to ensure that nurse leaders
receive adequate organisational support from nursing exec-
utives.
ward to be rated positively overall by staff nurses, the nurse
unit manager needed to be performing well on all leadership
aspects.
These findings have important implications for clinical
practice. The fact that few NUMs have formal management
qualifications (Paliadelis 2008) and the complex nature and
varied responsibilities of the role (NSW Department of
Health 2009) suggests that additional training may assist
NUMs in developing the advanced leadership skills they
require. The acquisition of such leadership skills could be
fostered by the provision of training courses or mentorship
programmes. However, whilst the NUM plays a primary
leadership role, it is vital that they receive adequate organ-
isational support in the form of a visible nurse executive who
has a ‘seat at the table’ where decisions about nursing and its
future are made.
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