Boundary spanning by nurse managers: effects of managers' characteristics and scope of responsibility on teamwork
| Autor: | Raquel M, Meyer, Linda, O'Brien-Pallas, Diane, Doran, David, Streiner, Mary, Ferguson-Paré, Christine, Duffield |
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| Rok vydání: | 2014 |
| Předmět: |
Canada
Scope of practice media_common.quotation_subject education Boundary spanning Job description Nurse Administrator Nurse's Role Nursing Health care Humans Nurse Administrators Hospitals Teaching health care economics and organizations media_common Teamwork Social Responsibility Scope (project management) business.industry Nursing Team General Medicine Leadership Job Description Nursing Theory Business Social responsibility |
| Zdroj: | Nursing leadership (Toronto, Ont.). 27(2) |
| ISSN: | 1910-622X |
| Popis: | Increasing role complexity has intensified the work of managers in supporting healthcare teams. This study examined the influence of front-line managers' characteristics and scope of responsibility on teamwork. Scope of responsibility considers the breadth of the manager's role. A descriptive, correlational design was used to collect cross-sectional survey and administrative data in four acute care hospitals. A convenience sample of 754 staff completed the Relational Coordination Scale as a measure of teamwork that focuses on the quality of communication and relationships. Nurses (73.9%), allied health professionals (14.7%) and unregulated staff (11.7%) worked in 54 clinical areas, clustered under 30 front-line managers. Data were analyzed using hierarchical linear modelling. Leadership practices, clinical support roles and compressed operational hours had positive effects on teamwork. Numbers of non-direct report staff and areas assigned had negative effects on teamwork. Teamwork did not vary by span, managerial experience, worked hours, occupational diversity or proportion of full-time employees. Large, acute care teaching hospitals can enable managers to foster teamwork by enhancing managers' leadership practices, redesigning the flow or reporting structure for non-direct reports, optimizing managerial hours relative to operational hours, allocating clinical support roles, reducing number of areas assigned and, potentially, introducing co-manager models. |
| Databáze: | OpenAIRE |
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