EMPOWERING NURSING ROLE IN DECISION-MAKING
GHADA KHAWAND AYLVICE-PRESIDENT - ORDER OF NURSES IN LEBANONDIRECTOR AND LECTURER - NURSING SCIENCES DEPARTMENT FACULTY OF HEALTH SCIENCE SAGESSE UNIVERSITY
Medhealth 2011Habtoor Hotel/ March 10th, 2011
Introduction
Increasing complexity of healthcare environment
Challenges to nursing profession
Nurses : highly competent,
innovative,have leadership potential,
and demonstrate flexibility in adapting to changes throughout their functions and professional relationships
(Porter Ogrady, 2003)
Introduction
Workforce in Health care organizations
Nursing managers and leaders
Staff empowerment
Highest standards of care and meeting patients expectations
Introduction
Researches in nursing : Empowering staff nurses ensure excellence in nursing
care (Marquis and Huston, 2000). Powerless nurses are: Ineffective nurses (Page, 2004). Less satisfied with their jobs (Manojlovich & Lashinger,
2002).
More susceptible to burnout and depersonalization(Leiter and Lashinger, 2006).
Lack of nursing power may also contribute topoorer patient outcomes (Manojlovich & Recico).
Agenda
I. The concept of power and empowerment
II. The areas of empowerment in nursingIII. The relationship between leadership
behavior and staff empowerment IV. The challenges in the implementation
of staff empowerment
I. The concept of power and empowerment
Nurses need power to be able to influence patients, physicians, and other care professionals, as well as each other
Ability to get things done, to mobilize resources, to get and use whatever it is that a person needs for the goals he or she is
attempting to meet (Kanter, 1993)
Power
I. The Concept of power and empowerment
Enables one to act
(Chandler 1986)
Empowerment
Connotes having control,
influence or domination (Chandler 1986)
Power
)(Kanter 1993
I. The Concept of power and empowerment
Empowered nurses highly motivated (Lashinger & Havens, 1996) able to motivate and empower others by sharing the
sources of power (Lashinger & Havens, 1996) less burnout (Lashinger, Finagan, 2003) less job strain (Lashinger, Shamian, 2001)
Disempowerment, or the inability to act frustration failure in staff nurses (Lashinger & Havens, 1996)
II. The areas of empowerment in nursing
Arising from the environment(Lashinger, Finegan, Shamian &
Wilk, 2001)
Developing from ones
psychological state (Manojlovich, 2005)
Theory of structural
empowerment
Theory of
psychological empowerment
Theory of Structural Empowerment (Kanter1993)
Employees work behavior: Conditions and situations in the work place Not personal attributes (Lashinger & Harvens, 1996)
Organizational output increases and improves (Kanter 1993)
Theory of Structural Empowerment (Kanter1993)
Opportunity
Information
Support
Resources
Structural Empowerment
For advancement or to be involved in activities beyond ones job description
Data, knowledge and information about the organization
Support throughout ones job responsibilities and decision making.
Time, supplies, and equipment as needed by the employee
Literature evidence on Structural empowerment
Structural empowerment contributes to higher levels of job satisfaction (Manojlovich, 2005)
and is interrelated with nursing leadership (Upenicks, 2003)
Nursing leaders must empower themselves accessing empowering work environment structures moving forward to offer some empowering work conditions to their staff (Upenicks, 2003)
Theory of Psychological Empowerment (Spreitzer, 1995)
Autonomy
Meaning
Impact
Competence
Psychological Empowerment
Congruence between nurses beliefs, values, behaviors and job requirements
Confidence in ones abilities to perform the job
Feelings of control that are exerted over ones work
Sense of being able to influence organizational outcomes
Literature evidence on Psychological empowerment
Psychological empowerment nursing burnout nursing job satisfaction
(Laschinger, Finegan & Shamian 2001)
Both forms of empowerment are necessary to sustain professional practice behaviors (Manojlovich 2005)
Structural Empowerment
Opportunity
Information
Support
Resources
Autonomy
Meaning
Impact
Confidence
Psychological Empowerment
Positive Work Behaviors and Attitudes
Trust
Commitment
Job Satisfaction
Low Burnout
III. The relationship between leadership behavior and staff empowerment
Empowerment Process by which a leader shares powers with others or
enables them to act Basis of transformational leadership
Transformational leadership Empowering others to act toward a common purpose
Transformational leadership ( Charisma,
Consideration of Individuals and
intellectual stimulation)
Leading with trust, respect
and open communication
Sharing vision, values and
goalsSeeking
involvement and participation in decision making
Designing pathways to
action
Motivating, energizing,
supporting and inspiring
Focusing on collaborative relationships
IV. The challenges in the implementation of staff empower
Policy:- Allowing staff to develop professional autonomy- Involving staff in all decisions- Establishing collaborative procedures between staff
and management- Making available work environment structures
Organization
Nursing managers
Nurses
V. Conclusion
Empowering nurses
Better staff performance
Ownership and autonomy
Job satisfaction
Staff retention
Productivity, work and cost effectiveness
Higher standards of care
Greater patient satisfaction
Bibliography
Heather K. Spence Laschinger & Joan Finegan, Empowering Nurses for Work Engagement and Health in Hospital Settings, JONA Volume 35, Number 10.
Kowalik & Yoder, A Concept Analysis of Decisional Involvement, NursAdmin Q, Volume 34.
Manojlovich, Predictors of professional nursing practice behaviors in hospital settings. Nursing Research, 55(2), 2005.
Manojlovich, Promoting nurses self-efficacy: A leadership strategy to improve practice. JONA, 35(5), 2005.
Manojlovich, The effect of nursing leadership on hospital nurses professional practice behaviors. JONA, 35(7/8), 2005.
Bibliography
Mary VanOyen Force, Creating a Culture of Service ExcellenceEmpowering Nurses within the Shared Governance Councilor Model,The Health Care Manager Volume 23, Number 3.
Melanie Jasper, Valuing and empowering nurses, Journal of NursingManagement, 2008, 16.
Moore & Hutchison, Developing Leaders at Every Level, Accountabilityand Empowerment Actualized Through Shared Governance, JONAVolume 37, Number 12.
Morrison & All,The Relation between Leadership Style andEmpowerment on Job Satisfaction of Nurses, The Journal of NursingAdministration, Issue: Volume 27 (5), May 1997.
Bibliography
Patrick & Laschinger, The effect of structural empowerment andperceived organizational support on middle level nurse managers rolesatisfaction, Journal of Nursing Management 14, 2006.
Scott & Caress, Shared governance and shared leadership: meeting thechallenges of implementation, Journal of Nursing Management, 2005, 13.
Stephanie M. Slack & All, Shared Decision Making: Empowering theBedside Nurse, Clinical Journal of Oncology Nursing, Volume 9, Number 9.
Vollers & Al, AACNs Healthy Work Environment Standards and anEmpowering Nurse Advancement System, Critical Care Nurse Vol 29, No.
6, DECEMBER 2009.
Empowering nursing role in decision-makingGhada Khawand AylVice-president - Order of nurses in LebanonDirector and Lecturer - Nursing Sciences Department Faculty of Health Science Sagesse University IntroductionIntroductionIntroductionAgenda I. The concept of power and empowermentI. The Concept of power and empowermentI. The Concept of power and empowermentII. The areas of empowerment in nursingTheory of Structural Empowerment (Kanter1993)Theory of Structural Empowerment (Kanter1993) Literature evidence on Structural empowermentTheory of Psychological Empowerment (Spreitzer, 1995)Literature evidence on Psychological empowermentSlide Number 15III. The relationship between leadership behavior and staff empowerment Slide Number 17IV. The challenges in the implementation of staff empowerV. ConclusionBibliographyBibliographyBibliography
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