A competency model for nurse executives.

BACKGROUND: Nurses capable of adequately developing their competencies in the management field are essential for the sustainability of health-care organizations. Such competencies should be included in a model of specific competencies. AIM: The aim of this research is to propose a competency model for nurse executives. METHODS: The Delphi method was applied to reach a consensus on the required competencies, and Principal Component Analysis (PCA) was applied to determine the construct validity and reduce the data set's dimensionality. Consensus was defined based on at least 80% of the experts agreeing with the proposed competencies. For each competency, the development levels were beginner, advanced beginner, competent, highly competent and expert. RESULTS: From among the 51 competencies that were identified to define a model for nurse executives, decision-making, leadership and communication stood out. The PCA indicated the structural validity of the proposed model by saturation of the principal components (Cronbach's α > 0.631). CONCLUSION: Nurses wishing to develop their professional careers as nurse executives must first develop the competencies shown in the proposed model. Nurse executives should follow the educational programmes specified in this study, to adapt their knowledge to this role's requirements.

Modelo de competencias para la gestora enfermera de nivel operativo / Competency-based model for the Nurse Manager at Operational Level

Objetivo: evaluar la validez estructural del modelo de competencias para la gestora enfermera de nivel operativo en el sistema sanitario español. Método: la investigación llevó a cabo un análisis de componentes principales (ACP) para determinar la validez de constructo, reduciendo la dimensionalidad del conjunto de datos. Para este propósito se siguió la teoría de Thurstone en tres fases. La idoneidad de los datos se realizó a través de la prueba de Kaiser-Meyer-Olkin. Resultados: las 51 competencias que integran el modelo de competencias para la gestora enfermera de nivel operativo fueron sometidas al análisis de componentes principales. Los resultados indican la validez estructural del modelo propuesto por saturación de los componentes principales y de cada una de las dimensiones que se compone: Gestión (α Cronbach > 0,631), Comunicación y tecnología (α Cronbach > 0,6), Liderazgo y equipos de trabajo (α Cronbach > 0,876), Conocimiento del sistema sanitario (α Cronbach > 0,749), Conocimiento enfermero (α Cronbach > 0,808), Personalidad (α Cronbach > 0,809). Conclusiones: del análisis de los componentes principales del modelo de competencias para la gestora enfermera de nivel operativo se concluye la validez del constructo del modelo. La toma de decisiones emerge como factor crítico, dada su elevada carga factorial. Analizada la varianza explicada puede concluirse que los factores liderazgo, esencia, calidad y proyección personal deben estar presentes en el perfil de la gestora enfermera de nivel operativo. Las gestoras enfermeras pueden utilizarlo para planificar su carrera profesional. Las organizaciones sanitarias podrían para establecer procesos de selección de las gestoras enfermeras a nivel operativo en España.(AU)

Objective: to evaluate the structural validity of the competency model for the Nurse Manager at Operational Level in the Spanish Health System. Method: the research consisted in a principal component analysis (PCA) to determine the validity of the construct and reduce the dimensionality of the data set. Thurstone’s theory was followed for this purpose in three stages. Data adequacy was conducted through the Kaiser-Meyer-Olkin Test. Results: the 51 skills included in the Competency model for the Nurse Manager at Operational Level were submitted to the principal component analysis. Results showed the structural validity of the model proposed by saturation of the principal components and of each of the dimensions included: Management (α Cronbach > 0.631), Communication and Technology (α Cronbach > 0-6), Leadership and Work Teams (α Cronbach > 0.876), Knowledge of the Health System (α Cronbach > 0.749), Nursing Knowledge (α Cronbach > 0.808), Personality (α Cronbach > 0.809). Conclusions: the analysis of the principal components of the competency model for the Nurse Manager at Operational Level showed the validity of the model construct. Decision-making appeared as a critical factor, due to its high factor loading. The analysis of the explained variance led to the conclusion that the leadership, essence, quality and personal projection factors must be present in the profile of the Nurse Manager at Operational Level. It can be used by Nurse managers in order to plan their professional career. Healthcare organizations could develop selection processes for the Nurse Managers at Operational Level in Spain.(AU)

Nurse managers' competencies: A scoping review.

AIM: To describe and synthesize scientific literature on nurse managers' competencies. BACKGROUND: The key strategy for the success of health organisations currently resides in the capacity of the nurse manager to develop advanced competencies in management. However, there is a lack of systematic reviews that synthesize knowledge about nurse managers' competencies. EVALUATION: A scoping review was conducted using electronic databases including Web of Science, Scopus, PubMed and Cumulative Index to Nursing and Allied Health Literature. KEY ISSUES: After the first analysis, 392 competencies were observed from 76 studies. Finally, 53 competencies were grouped according to their characteristics. The two most-cited competencies were communication and finance. CONCLUSIONS: Knowing the competencies required by nurse managers can help organisations create strategies to develop competent managers. In addition, from the results we can infer what might be the core competencies, since 22 main competencies from the total number were identified. IMPLICATIONS FOR NURSING MANAGEMENT: The competencies identified constitute the body of knowledge necessary for nurse managers. In addition, it is possible to generate a pathway for learning and professional development for nurses before they work at the microlevel of management. The starting point for this pathway could be the 22 core competencies.

Modelo de competencias para la gestora enfermera / Competency model for the Nurse Manager

Objetivo: identificar las competencias necesarias para desempeñar el rol de gestora enfermera en España en cada uno de los niveles funcionales. Metodología: partiendo de la realización de una revisión bibliográfica de la literatura especializada se diseñó un estudio Delphi estructurado en cuatro rondas para consensuar las competencias necesarias para la gestora enfermera. Resultados: se obtuvo el consenso de 51 competencias, distribuidas en seis dominios. El nivel de experto se alcanza mediante estudios de máster y doctorado. La gestora enfermera tiene que desarrollar sus competencias al nivel de competente, muy competente y experto. El 96% de los integrantes del panel manifestó que para alcanzar el nivel de experto es necesario desarrollar estudios de máster o doctorado. El 60,78% de las competencias de la gestora enfermera de alta dirección debe ser desarrollada al nivel de experto mediante el desarrollo de estudios de máster, experto universitario y especialización universitaria, frente al 9,8% de la dirección logística y al 21,57% de las competencias requeridas para la dirección operativa. Para el nivel de competente serán necesarios estudios de experto, especialista universitario y formación continuada. Conclusiones: el modelo de competencias para la gestora enfermera en España se compone de 51 competencias, de las cuales ocho son básicas. De los resultados se evidencia el grado de desarrollo para cada competencia, y la formación requerida para alcanzar este grado

Objective: to identify the skills needed to play the role of Nurse Manager in Spain at each function level. Methodology: based on a bibliographic review conducted in specialized literature, a Delphi study was designed, structured into four rounds, in order to reach a consensus about the skills needed by the Nurse Manager. Results: a consensus was reached about 51 skills, classified into six domains. The level expert is achieved through master and doctorate courses. Nurse Managers must develop their skills at the following levels: Competent, Very Competent and Expert. Out of the panel members, 96% declared that in order to reach the expert level it is necessary to acquire master or doctorate degrees; 60.78% of the skills of the High Management Nurse Manager must be developed at Expert level, through Master, University Expert and University Specialty degrees, vs. 9.8% of logistical management and 21.57% of skills required for operational management. The Competent level requires Expert, University Specialist and Continuous Education degrees. Conclusions: the competency model for the Nurse Manager in Spain consists of 51 skills, including eight basic skills. The level of development for each skill is shown in results, as well as the training required to achieve said degree

Degree of conversion of a self-adhesive endodontic sealer when used as bulk material.

This study tested the null hypothesis that the opacity of RealSeal SE (RSSE) sealer makes light-curing inefficient, while the degree of conversion (DC) is similar regardless of curing method. Fourteen uniradicular teeth were sectioned at 15 mm from the apex. Root canals were instrumented using the Reciproc file system, bulk-filled with RSSE, and divided randomly into two groups (dual-cure or self-cure). DC was determined by micro-Raman spectroscopy at 24 h, 48 h, and 1 week after filling, at 6, 9, and 12 mm from the coronal end. Contrast ratio (Yb/Yw) was used to determine the opacity of the material. Descriptive statistics and nonparametric tests were used, and significance was defined as a P value of less than 0.05. Opacity was almost total by the first section, at 6 mm. In dual-cure mode, DC values at 24 h were lower in the apical section (63.8%) than in the more coronal sections and were lower than in self-cured specimens (87.4%). Light-curing of the coronal end did not improve DC. These differences remained at 48 h and 1 week. Only a small (2%) but significant increase in DC was observed in evaluations at 24 h and 1 week. (J Oral Sci 58, 333-338, 2016).