The goal of this study is to provide a basis for strategic Human Resource management according to a type of head nurse leadership. The Q-methodology and quantitative research was used to identify the leadership type and to describe the attributes of each type, so that we are able to have a better un...
The goal of this study is to provide a basis for strategic Human Resource management according to a type of head nurse leadership. The Q-methodology and quantitative research was used to identify the leadership type and to describe the attributes of each type, so that we are able to have a better understanding about the head nurse’s leadership and evaluate nursing outcomes.
The Q-population on the head nurse leadership was built by con- ducting in-depth interviews of 24 hospital personnel, reviewing a related literature, and referring to existing leadership measurement tools, and we finally chose 42 Q-samples reflecting experts’ opinion after arbitrarily selecting the statements that were thought to best represent 14 attributes and 4 categories (personality traits and practical skills at individual level, and task management and organizational management at group level) of the head nurse leadership in individual and group dimensions. The Q-sorting of 9-point scale was implemented to 30 head nurses selected as the P-samples according to their subjective degree of agreement, and as a result of analysis with pc_QUANL program, the 4 types of the head nurse leadership were identified.
Type I entitled “ability-oriented practical participant” is a type of leadership in the head nurse who thinks that it is important to be an example of performing nursing works to general nurses by directly participating practices and puts focus of interest on a nurse’s ability rather than her/his personal interest.
Type II entitled “relationship-oriented value pursuer” is a type of leadership in the head nurse who thinks that it is most important to be a role model with respect to the attitudes and beliefs about human respect and nursing and leads an open and honest conversation by giving positive encouragements and advices with interest in individual relationship with general nurses.
Type III entitled “career-oriented delegating manager” is a type of leadership in the head nurse who considers that it is most important to propose a desirable look and direction of a ward and entrusts an experienced nurse with the patient management of the ward.
Type IV entitled “work-oriented outcome pursuer” is a type of leadership in the head nurse who considers no medical malpractice to be a success and forces a sacrifice of an individual’s privacy in work in order to achieve such an outcome.
The nursing outcomes by the type of the head nurse leadership were analyzed by measuring the nursing outcomes on general nurses and identifying the leadership types on head nurses with the Q assessment tool that determines the types of the head nurse leadership.
The population of subjects of study is all the head nurses and general nurses under their supervision in 5 high-grade general hospitals located in Seoul and Kyonggi-do and a sample of 40 head nurses and 263 general nurses was randomly selected from those who have been working as a head nurse for at least one year or as a general nurse for at least six months.
The Q-assessment tool was implemented to measure the leadership type, the empowerment tool of Spreitzer (1995), was used for empower- ment, and the organizational commitment tool of Mowday, Porter & Steers (1979) was implemented for organizational commitment. For nursing performance, the tool of Lee (1983) was used.
The data analysis was conducted by implementing ANOVA for the nursing outcomes by the leadership type of the head nurse, followed by Tukey’s Honestly Significant Difference test for ad-hoc multiple comparisons.
The results show that the empowerment recognized by nurses was the highest in Type II, followed by Type I, Type III, and Type IV in order. The organizational commitment appears high similarly in Type I and Type IV, followed by Type III and Type Ii in order. The nursing performance was the highest in Type I, similarly in Type II, followed by Type III and Type IV in order.
This study provides a comprehensive understanding of the head nurse leadership through identification and analysis of 4 types of the head nurse leadership, allows for simple determination of the head nurse leadership through the Q assessment tool. By finding out the differences of the nursing outcomes by the leadership type of the head nurse, it is considered to be used as a basis for establishing a leadership type-specific strategic program to improve the nursing outcomes.
Keyword : head nurse, leadership, nursing outcome, Q-methodology, Triangulation
The goal of this study is to provide a basis for strategic Human Resource management according to a type of head nurse leadership. The Q-methodology and quantitative research was used to identify the leadership type and to describe the attributes of each type, so that we are able to have a better understanding about the head nurse’s leadership and evaluate nursing outcomes.
The Q-population on the head nurse leadership was built by con- ducting in-depth interviews of 24 hospital personnel, reviewing a related literature, and referring to existing leadership measurement tools, and we finally chose 42 Q-samples reflecting experts’ opinion after arbitrarily selecting the statements that were thought to best represent 14 attributes and 4 categories (personality traits and practical skills at individual level, and task management and organizational management at group level) of the head nurse leadership in individual and group dimensions. The Q-sorting of 9-point scale was implemented to 30 head nurses selected as the P-samples according to their subjective degree of agreement, and as a result of analysis with pc_QUANL program, the 4 types of the head nurse leadership were identified.
Type I entitled “ability-oriented practical participant” is a type of leadership in the head nurse who thinks that it is important to be an example of performing nursing works to general nurses by directly participating practices and puts focus of interest on a nurse’s ability rather than her/his personal interest.
Type II entitled “relationship-oriented value pursuer” is a type of leadership in the head nurse who thinks that it is most important to be a role model with respect to the attitudes and beliefs about human respect and nursing and leads an open and honest conversation by giving positive encouragements and advices with interest in individual relationship with general nurses.
Type III entitled “career-oriented delegating manager” is a type of leadership in the head nurse who considers that it is most important to propose a desirable look and direction of a ward and entrusts an experienced nurse with the patient management of the ward.
Type IV entitled “work-oriented outcome pursuer” is a type of leadership in the head nurse who considers no medical malpractice to be a success and forces a sacrifice of an individual’s privacy in work in order to achieve such an outcome.
The nursing outcomes by the type of the head nurse leadership were analyzed by measuring the nursing outcomes on general nurses and identifying the leadership types on head nurses with the Q assessment tool that determines the types of the head nurse leadership.
The population of subjects of study is all the head nurses and general nurses under their supervision in 5 high-grade general hospitals located in Seoul and Kyonggi-do and a sample of 40 head nurses and 263 general nurses was randomly selected from those who have been working as a head nurse for at least one year or as a general nurse for at least six months.
The Q-assessment tool was implemented to measure the leadership type, the empowerment tool of Spreitzer (1995), was used for empower- ment, and the organizational commitment tool of Mowday, Porter & Steers (1979) was implemented for organizational commitment. For nursing performance, the tool of Lee (1983) was used.
The data analysis was conducted by implementing ANOVA for the nursing outcomes by the leadership type of the head nurse, followed by Tukey’s Honestly Significant Difference test for ad-hoc multiple comparisons.
The results show that the empowerment recognized by nurses was the highest in Type II, followed by Type I, Type III, and Type IV in order. The organizational commitment appears high similarly in Type I and Type IV, followed by Type III and Type Ii in order. The nursing performance was the highest in Type I, similarly in Type II, followed by Type III and Type IV in order.
This study provides a comprehensive understanding of the head nurse leadership through identification and analysis of 4 types of the head nurse leadership, allows for simple determination of the head nurse leadership through the Q assessment tool. By finding out the differences of the nursing outcomes by the leadership type of the head nurse, it is considered to be used as a basis for establishing a leadership type-specific strategic program to improve the nursing outcomes.
Keyword : head nurse, leadership, nursing outcome, Q-methodology, Triangulation
주제어
#수간호사
#리더십
#간호성과
#Q-방법론
#트라이앵귤레이션
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