Authentic Leadership, Organizational Culture, and Healthy Work Environments: What is the Relationship?

2.50
Hdl Handle:
http://hdl.handle.net/10755/147108
Type:
Presentation
Title:
Authentic Leadership, Organizational Culture, and Healthy Work Environments: What is the Relationship?
Abstract:
Authentic Leadership, Organizational Culture, and Healthy Work Environments: What is the Relationship?
Conference Sponsor:Sigma Theta Tau International
Conference Year:2009
Author:Shirey, Maria R., PhD, MBA, RN, NEA-BC, FACHE
P.I. Institution Name:Shirey & Associates
Title:Principal Consultant
[Scientific Session Presentation] Background/Purpose:  The healthcare work environment as a source of overwork and stress has been implicated in today?s nursing shortage.  Nurse managers play a pivotal role in creating work environments for staff nurses, but little is known about the nature of nurse manager work and the challenges these individuals face in executing their roles.  The purpose of this presentation is to showcase the relationship between nurse manager authentic leadership behaviors, organizational culture, and healthy work environments derived from a secondary analysis of a research study that used a stress, coping, and complexity science theoretical lens.  Methods:  A qualitative descriptive study was conducted to determine what situations contribute to nurse manager stress, what coping strategies they utilize, what health outcomes they report, and what decision-making processes they follow to address stressful situations in their roles.  A purposive sample of 21 nurse managers employed at three U.S. acute care hospitals completed a demographic questionnaire and 14-question interview incorporating components of the Critical Decision Method.  A secondary analysis of the study data was conducted to identify differences in nurse manager narratives based upon differences in the organizational cultures where the managers worked.   Results:  Of the 21 nurse managers studied, differences were evident in the organizational cultures reported.   Nurse managers working in the positive organizational cultures (n=12) generally worked in healthy work environments and engaged in more authentic leadership behaviors.   Conversely, nurse managers working in the negative organizational cultures (n=9) worked in unhealthy work environments and reported less optimism and more challenges engaging in authentic leadership practices.  Conclusions:  Organizational culture and leadership matter in creating and sustaining healthy work environments for practice.  Nurse managers play a pivotal role in creating these environments yet they need supportive organizational structures and resources to more effectively execute their roles.
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleAuthentic Leadership, Organizational Culture, and Healthy Work Environments: What is the Relationship?en_GB
dc.identifier.urihttp://hdl.handle.net/10755/147108-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Authentic Leadership, Organizational Culture, and Healthy Work Environments: What is the Relationship?</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2009</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Shirey, Maria R., PhD, MBA, RN, NEA-BC, FACHE</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">Shirey &amp; Associates</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Principal Consultant</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">mrs@mail2maria.com</td></tr><tr><td colspan="2" class="item-abstract">[Scientific Session Presentation] Background/Purpose:&nbsp; The healthcare work environment as a source of overwork and stress has been implicated in today?s nursing shortage.&nbsp; Nurse managers play a pivotal role in creating work environments for staff nurses, but little is known about the nature of nurse manager work and the challenges these individuals face in executing their roles.&nbsp; The purpose of this presentation is to showcase the relationship between nurse manager authentic leadership behaviors, organizational culture, and healthy work environments derived from a secondary analysis of a research study that used a stress, coping, and complexity science theoretical lens.&nbsp; Methods:&nbsp; A qualitative descriptive study was conducted to determine what situations contribute to nurse manager stress, what coping strategies they utilize, what health outcomes they report, and what decision-making processes they follow to address stressful situations in their roles.&nbsp; A purposive sample of 21 nurse managers employed at three U.S. acute care hospitals completed a demographic questionnaire and 14-question interview incorporating components of the Critical Decision Method.&nbsp; A secondary analysis of the study data was conducted to identify differences in nurse manager narratives based upon differences in the organizational cultures where the managers worked.&nbsp;&nbsp; Results:&nbsp; Of the 21 nurse managers studied, differences were evident in the organizational cultures reported.&nbsp;&nbsp; Nurse managers working in the positive organizational cultures (n=12) generally worked in healthy work environments and engaged in more authentic leadership behaviors.&nbsp;&nbsp; Conversely, nurse managers working in the negative organizational cultures (n=9) worked in unhealthy work environments and reported less optimism and more challenges engaging in authentic leadership practices.&nbsp; Conclusions:&nbsp; Organizational culture and leadership matter in creating and sustaining healthy work environments for practice.&nbsp; Nurse managers play a pivotal role in creating these environments yet they need supportive organizational structures and resources to more effectively execute their roles.</td></tr></table>en_GB
dc.date.available2011-10-26T09:29:19Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T09:29:19Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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