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首页> 外文期刊>Intensive and critical care nursing >Going beyond “two-getherness”: Nurse managers’ experiences of working together in a leadership model where more than two share the same chair
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Going beyond “two-getherness”: Nurse managers’ experiences of working together in a leadership model where more than two share the same chair

机译:超越“双层”:护士经理在领导模式中共同努力的经历,超过两名共同举办同一个主席

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摘要

Highlights ? New leadership solutions are called for to make the workload of nurse managers in critical and intensive care units more manageable. ? Multilaterally shared leadership between nurse managers, based on a strict division of tasks and a rotating schedule, may solve some problems (e.g., excessive workload) and also provide broader competence and access to more knowledge. ? Greater awareness is needed concerning the risk of reduced decision-making power, and also the need to cope with the increasing number of internal relations. Abstract Objective To explore nurse manager experiences of working in leadership constellations where more than two managers share leadership, and to compare this multilateral sharing form to what is known about experiences of working in joint leadership in pairs. Design and setting A qualitative design based on semi-structured interviews with nurse managers in two multilaterally shared leadership constellations at two intensive care units at an emergency hospital in Sweden. Data were analysed using a thematic and comparative approach. Findings The comparative analysis identified four aspects that differ decisively from the positive picture in the literature on joint pair leadership: the perception of mandate with reduced decision-making power and reduced access to forums, the way of working with a strict division of tasks and a rotating schedule, a need to cope with the increasing number of internal relations and a feeling of doubt concerning trust . Conclusion Shared leadership between nurse managers has gone from being a tight collaboration based on a feeling of “two-getherness”, to being an organisational solution multilateral in character. In this transformation, a weakening of leadership qualities has occurred. Further research is necessary on how this new organisational solution impacts the nurse managers, their staff and the care provided in healthcare organisations generally.
机译:强调 ?呼吁新的领导解决方案以使护士管理人员的工作量更加易于管理。还基于严格的任务和旋转时间表的护士经理之间多边分享领导,可以解决一些问题(例如,过度工作量),并提供更广泛的能力和获取更多知识。还需要更大的意识,了解决策权的风险,以及需要应对越来越多的内部关系。摘要目的探讨护士经理在领导星座中工作的经验,超过两位经理股权,并将这种多边分享表格与对成对合作关系的经验相得知。基于半结构化访谈与护士管理人员在瑞典急诊医院的两次重症监护单位的三个多边共享领导星座中的半结构化面试的定性设计。使用主题和比较方法分析数据。结果表明比较分析确定了与联合对领导的文献中的积极图面果断的四个方面:授权的认可,减少决策权并减少对论坛的获取,与严格的任务划分工作的方式旋转时间表,需要应对越来越多的内部关系和对信任的怀疑感。结论护士经理之间的共同领导力从“双层”的感觉不紧张的合作,成为一个组织解决方案的组织解决方案。在这种转变中,发生了领导素质的削弱。进一步的研究是针对这一新的组织解决方案如何影响护士经理,员工和医疗保健组织中提供的护理的必要条件。

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