2.50
Hdl Handle:
http://hdl.handle.net/10755/621543
Category:
Full-text
Format:
Text-based Document
Type:
Poster
Level of Evidence:
N/A
Research Approach:
N/A
Title:
Efficiency of Authentic Leadership on Turnover Rate of Nursing Staff
Author(s):
Lee, Li-Chu
Lead Author STTI Affiliation:
Non-member
Author Details:
Li-Chu Lee, MBA, RN, Professional Experience: Graduated from Institute of Midwives, with 23 years clinical experience and 8 years as a Director of Nursing, the author is serving as Head Nurse in an outpatient service medical center. Author Summary: 23 years clinical midwife experience and 8 years as a Director of Nursing, the author is serving as Head Nurse in an outpatient service medical center.
Abstract:

Purpose:

 In Taiwan, medical institutions are faced with the dilemma of manpower management. Dimission has always been the most troublesome problem for organizations, especially in the medical fields where the turnover rate of nurses increases year by year. According to 2013 statistics, the average turnover rate of 303 hospitals in Taiwan was 12.00%. The turnover rate of this unit in 2014 was 13.8%, outclassing that of the entire Taiwan.

To evaluate efficiency exerted by authentic leadership for the turnover rate of nursing staff, job satisfaction, and patient satisfaction to serve as references for leadership styles of management of hospitals.

Methods:

 83 nurses from clinics of the Precision Medicine Centerwere participated and opinions of 2288 outpatients were collected for the satisfaction survey. The subjects got involved in the project of authentic leadership in 2015. The project arranged job contents according to interests of nurses in clinics, facilitated flexible working hours and shortened labor-hour, added personnel for assisting nurses, scheduled presentation of new knowledge of specialties for two hours per week, face-to-face communication for rendering affirmation and appraises twice a week and advancement practices of professional competences. In the current study, Cronbach’s alpha for satisfaction reliability ranged from 0.898 to 0.963, which was mostly acceptable .

Results:

 After involving in the project of authentic leadership in 2015, the turnover rate of nursing staff decreased by 9.9% ( 13.8% vs 3.9%) and the number of personnel increased from 82 to 103 with 0% vacancy rate, comparing results of 2014 to that of 2016. As to the job satisfaction, the degree of satisfaction to leadership of management and communication channels increased by 6.32% ( 80.05% vs 86.37% ). The satisfaction of outpatients increased by 3% ( 88% vs 91%; = 0.000 ) and the complaint cases of patients decreased by 23 ( 39 vs 16 ).

Conclusion:

The authentic leadership possesses significant and positive correlations to psychological capitals, organizational commitments, job satisfactions and organizational citizenship behaviors. The more satisfactions that nurses have for the work environment and leadership styles of medical institutions, the lower their turnover intention would be. Therefore, nurses shall share events and frustrations in daily life to maintain a positive attitude. Nurses shall give play to speciality. They shall be affirmed via appreciative inquiries and criticism shall be avoided. Management shall use constructive words to stimulate staff and encourage them to explore new knowledge and construct visions so as to find out the core of a positive revolution. Consequently, changes stem from “spontaneity” rather than oppression of external forces. Influence building includes the application of power, the understanding of own goals and clear transmission of messages so that all colleagues of the unit could be influenced.

It is suggested that governors of medical institutions shall treat each employee with sincerity and jointly create a better future based on the critical point for undertaking development.

Keywords:
Authentic Leadership; Job Satisfaction; Turnover Rate of Nursing Staff
Repository Posting Date:
20-Jun-2017
Date of Publication:
20-Jun-2017
Other Identifiers:
INRC17PST121
Conference Date:
2017
Conference Name:
28th International Nursing Research Congress
Conference Host:
Sigma Theta Tau International
Conference Location:
Dublin, Ireland
Description:
Event Theme: Influencing Global Health Through the Advancement of Nursing Scholarship

Full metadata record

DC FieldValue Language
dc.language.isoen_USen
dc.type.categoryFull-texten
dc.formatText-based Documenten
dc.typePosteren
dc.evidence.levelN/Aen
dc.research.approachN/Aen
dc.titleEfficiency of Authentic Leadership on Turnover Rate of Nursing Staffen_US
dc.contributor.authorLee, Li-Chuen
dc.contributor.departmentNon-memberen
dc.author.detailsLi-Chu Lee, MBA, RN, Professional Experience: Graduated from Institute of Midwives, with 23 years clinical experience and 8 years as a Director of Nursing, the author is serving as Head Nurse in an outpatient service medical center. Author Summary: 23 years clinical midwife experience and 8 years as a Director of Nursing, the author is serving as Head Nurse in an outpatient service medical center.en
dc.identifier.urihttp://hdl.handle.net/10755/621543-
dc.description.abstract<p><strong>Purpose:</strong></p> <p> In Taiwan, medical institutions are faced with the dilemma of manpower management. Dimission has always been the most troublesome problem for organizations, especially in the medical fields where the turnover rate of nurses increases year by year. According to 2013 statistics, the average turnover rate of 303 hospitals in Taiwan was 12.00%. The turnover rate of this unit in 2014 was 13.8%, outclassing that of the entire Taiwan.</p> <p>To evaluate efficiency exerted by authentic leadership for the turnover rate of nursing staff, job satisfaction, and patient satisfaction to serve as references for leadership styles of management of hospitals.</p> <p><strong>Methods:</strong></p> <p> 83 nurses from clinics of the Precision Medicine Centerwere participated and opinions of 2288 outpatients were collected for the satisfaction survey. The subjects got involved in the project of authentic leadership in 2015. The project arranged job contents according to interests of nurses in clinics, facilitated flexible working hours and shortened labor-hour, added personnel for assisting nurses, scheduled presentation of new knowledge of specialties for two hours per week, face-to-face communication for rendering affirmation and appraises twice a week and advancement practices of professional competences. In the current study, Cronbach’s alpha for satisfaction reliability ranged from 0.898 to 0.963, which was mostly acceptable .</p> <p><strong>Results:</strong></p> <p> After involving in the project of authentic leadership in 2015, the turnover rate of nursing staff decreased by 9.9% (<ins cite="mailto:xd" datetime="2016-12-07T12:42"> </ins>13.8% vs 3.9%) and the number of personnel increased from 82 to 103 with 0% vacancy rate, comparing results of 2014 to that of 2016. As to the job satisfaction, the degree of satisfaction to leadership of management and communication channels increased by 6.32% (<ins cite="mailto:xd" datetime="2016-12-07T12:42"> </ins>80.05% vs 86.37%<ins cite="mailto:xd" datetime="2016-12-07T12:43"> </ins>). The satisfaction of outpatients increased by 3% (<ins cite="mailto:xd" datetime="2016-12-07T12:43"> </ins>88% vs 91%; <em>p </em>= 0.000<ins cite="mailto:xd" datetime="2016-12-07T12:43"> </ins>) and the complaint cases of patients decreased by 23 (<ins cite="mailto:xd" datetime="2016-12-07T12:43"> </ins>39 vs 16<ins cite="mailto:xd" datetime="2016-12-07T12:43"> </ins>).</p> <p><strong>Conclusion:</strong></p> <p>The authentic leadership possesses significant and positive correlations to psychological capitals, organizational commitments, job satisfactions and organizational citizenship behaviors. The more satisfactions that nurses have for the work environment and leadership styles of medical institutions, the lower their turnover intention would be. Therefore, nurses shall share events and frustrations in daily life to maintain a positive attitude. Nurses shall give play to speciality. They shall be affirmed via appreciative inquiries and criticism shall be avoided. Management shall use constructive words to stimulate staff and encourage them to explore new knowledge and construct visions so as to find out the core of a positive revolution. Consequently, changes stem from “spontaneity” rather than oppression of external forces. Influence building includes the application of power, the understanding of own goals and clear transmission of messages so that all colleagues of the unit could be influenced.</p> <p>It is suggested that governors of medical institutions shall treat each employee with sincerity and jointly create a better future based on the critical point for undertaking development.</p>en
dc.subjectAuthentic Leadershipen
dc.subjectJob Satisfactionen
dc.subjectTurnover Rate of Nursing Staffen
dc.date.available2017-06-20T18:08:36Z-
dc.date.issued2017-06-20-
dc.date.accessioned2017-06-20T18:08:36Z-
dc.conference.date2017en
dc.conference.name28th International Nursing Research Congressen
dc.conference.hostSigma Theta Tau Internationalen
dc.conference.locationDublin, Irelanden
dc.descriptionEvent Theme: Influencing Global Health Through the Advancement of Nursing Scholarshipen
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