ABSTRACT
BACKGROUND: Nursing administration research is scarce in Japan during a time when health care is rapidly reforming and baccalaureate and graduate nursing programmes are rapidly developing. Additionally, nursing administration content relies heavily on Western and non-nursing theories, some of which have been criticized for male bias. PURPOSE: The purpose of this article is to present key findings from a qualitative study that explored the perspectives or viewpoints of 16 Japanese senior female nurse administrators in hospitals in order to learn what was happening in their working situations and how they were managing. DESIGN AND METHODS: This feminist study used dimensional analysis strategies for data collection and analysis. Semi-structured, tape-recorded interviews were conducted by both researchers in Japanese, transcribed into Japanese, and translated into English. RESULTS AND DISCUSSION: The resulting explanatory matrix portrayed a story of 16 nurse administrators, most of whom were able successfully to enact a management role in a context of role ambiguity that was congruent with their relational values and beliefs. Important conditions influencing value-based role enactment included organization mission and purpose, organization structure, nurse-doctor relationships, participant-supervisor relationships, and personal attributes. Many participants were able to overcome barriers in these categories using strategies of tempered radicalism and consequently made positive organizational changes. CONCLUSIONS: Advanced formal education, better organizational support, and a raised consciousness among nurses that views nurses and midwives as equal partners with other professionals will enable Japanese nurse administrators to help advance patient-centred care and nursing development and empowerment.
Subject(s)
Adaptation, Psychological , Attitude of Health Personnel , Nurse Administrators/psychology , Nurse's Role , Women, Working/psychology , Assertiveness , Female , Feminism , Gender Identity , Health Knowledge, Attitudes, Practice , Health Services Needs and Demand , Humans , Interprofessional Relations , Japan , Leadership , Middle Aged , Nurse Administrators/education , Nurse Administrators/organization & administration , Nurse's Role/psychology , Nursing Methodology Research , Organizational Culture , Power, Psychological , Professional Autonomy , Professional Competence , Qualitative Research , Self Efficacy , Social Support , Surveys and Questionnaires , Women, Working/educationABSTRACT
Findings from a study about the perspectives of women nurse executives in a heavily managed care environment revealed that physicians were perceived as extremely powerful and that the nurse executive-physician relationship was not as collaborative as would be expected. Findings suggest that gender socialization processes, played out in nurse-physician interactions, contribute to the gender paradox in healthcare leadership.
