scholarly journals Management and Leadership: Nurse Manager Development Program

Author(s):  
Tanya Chervoni-Knapp
2005 ◽  
Vol 13 (4) ◽  
pp. 469-473 ◽  
Author(s):  
Maria Regina Lourenço ◽  
Gilberto Tadeu Shinyashiki ◽  
Maria Auxiliadora Trevizan

Nurses have assumed management positions in many health institutions. To properly accomplish the demands of this role, it is important that they be competent in both management and leadership. For appropriate performance, knowledge of management and supervision styles is a priority. Therefore, the goal of this investigation is to identify the nurse manager's knowledge regarding management and leadership. A structured questionnaire containing twenty-seven questions was applied to twelve Brazilian nurse managers of primary care center called "Family Basic Health Units". Data analysis suggested that the nurse manager lower knowledge in management and leadership is related to visionary leadership, management and leadership conceptual differences, leader's behavior, and situational leadership. And, nurse manager greater knowledge is related to power; team work, and coherence between values and attitudes.


AAOHN Journal ◽  
1992 ◽  
Vol 40 (9) ◽  
pp. 448-451
Author(s):  
Joy E. Wachs

Professional nurses frequently view continuing education and staff development narrowly, as in the form of an annual offsite seminar. Staff development is a year around, planned program, adequately funded and creatively administered. Development needs can be identified during annual performance appraisals and strategies to meet the needs written into a formal plan. These strategies might include a variety of educational and vocational opportunities within the organization and in the community. An effective development program should lead to more staff with a wider repertoire of skills and a new vision of their role and responsibility. The nurse manager should see these changes reflected in a more effective and efficient health service and in personal accolades from the organization.


2017 ◽  
Vol 27 (1) ◽  
pp. 1_81-1_84
Author(s):  
Takayuki NISHIMURA ◽  
Makoto ENDO

2013 ◽  
Vol 37 (1) ◽  
pp. 131 ◽  
Author(s):  
Elizabeth A. Shannon ◽  
T. Alice Burchill

The Tasmanian Department of Health and Human Services management and leadership development program consists of a foundation program for frontline and aspiring managers, with additional program streams for graduate trainees, senior nurses and allied health professionals, clinical leaders and senior executive management teams. An academic pathway has also been developed in partnership with the University of Tasmania. Some elements of the management and leadership program were developed with a great deal of specificity and structure, while others have been left free to respond to expressed need as it arises. This case study describes the development and delivery, challenges and achievements of the program, focusing on the more structured elements: the foundation, graduate trainee and academic streams. In particular, it illustrates the strengths and weakness of a program that depends upon the goodwill and commitment of organisational partners and middle and senior managers, during a time of fiscal constraint. This article will be of interest to other jurisdictions and sectors seeking to strengthen staff management and leadership skills.


Nurse Leader ◽  
2008 ◽  
Vol 6 (2) ◽  
pp. 44-47 ◽  
Author(s):  
Karen K. Kirby ◽  
Pamela DeCampli

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