[Factors Related to Emotional Leadership in Nurses Manager: Systematic Review and Meta-Analysis].

PURPOSE: This study aimed to identify research trends related to emotional leadership among nurse managers by conducting a systematic literature review and meta-analysis. This study sought to derive insights that could contribute to improving emotional leadership in nursing practice. METHODS: A systematic review and meta-analysis were conducted according to the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) and Meta-Analysis Of Observational Studies in Epidemiology (MOOSE) guidelines. Databases including PubMed, Cumulative Index to Nursing and Allied Health Literature, Scopus, Web of Science, Research Information Sharing Service, Koreanstudies Information Service System, Korean Medical Database, KoreaMed, ScienceON, and DBpia were searched to obtain papers published in English and Korean. Literature searches and screenings were conducted for the period December 1, 2023 to December 17, 2023. The effect size correlation (ESr) was calculated for each variable and the meta-analysis was performed using the statistical software SPSS 29.0, R 4.3.1. RESULTS: Twenty-five (four personal, six job, and fifteen organizational) relevant variables were identified through the systematic review. The results of the meta-analysis showed that the total overall effect size was ESr = .33. Job satisfaction (ESr = .40) and leader-member exchange (ESr = .75) had the largest effect size among the job and organizational-related factors. CONCLUSION: Emotional leadership helps promote positive changes within organizations, improves organizational effectiveness, and increases member engagement and satisfaction. Therefore, it is considered an important strategic factor in improving organizational performance.

Nurses' perceptions about management practices of nurse managers during pandemics: a descriptive and cross-sectional study

Introduction: Hospitals may not be able to manage the chaotic environment during pandemics through classical management principles. Management can only be achieved with the help of effective leadership, appropriate flow of crisis management systems, teamwork, and collaboration. Nurse managers should have effective management skills. Objective: To evaluate the perception of the nurse managers' practices by nurses such as resource management, organization, communication, psychosocial, care-training, and decision-making practices in the management of the pandemic based on the COVID-19 pandemic. Methods: A quantitative, cross-sectional method was used, and a web-based online questionnaire was applied to collect data. This study included 182 nurses working in a public and private hospital in Istanbul. Result: The nurses perceived the management practices of their managers at a moderate level. The leaders' resource management practices as low (16.5%), and medium (78.6%) perceive. There was a statistically significant difference (p<0.01) between the communication and team relations (p<0.05), resource management (p<0.01), care-training (p<0.05), and decision-making scores (p<0.01) of the nurses working in the private hospitals compared to those working in the public hospital. Conclusion: To effectively manage a complex and chaotic environment, nurse managers should trust their team, have speed and adaptation skills, be based on human factor principles, and provide a safe working environment. Education should be emphasized so that nurses can work in specialized areas and nurse managers can improve their management skills.

The effect of nursing services management efficiency on nurses' professional commitment: A cross-sectional study.

AIM: To determine the effect of nurses' perceptions of the effectiveness of nursing services management on their professional commitment. BACKGROUND: Effective healthcare management is crucial for improving patient care quality. Understanding nurses' perspectives on nursing services management and their commitment provides valuable insights for management strategies, improving well-being and healthcare outcomes. METHODS: This descriptive, cross-sectional, and correlational study involved 265 state hospital nurses. Data were collected between November 2020 and June 2021 using descriptive characteristic form, Nursing Services Management Effectiveness Scale, and Nursing Professional Commitment Scale. This study adhered to the STROBE checklist. RESULTS: Nurses' views on the effectiveness of nursing services management and their professional commitment were found to be influenced by age, professional experience, and institutional positions. The average scores for nursing services management perception and professional commitment were 2.65 ± 0.72 and 66.63 ± 12.40, respectively. A statistically significant positive and low-level correlation was observed between nurses' nursing services management perception and professional commitment scores. Nurses' positive perception of nursing services management explains 17.1% of the variance in nurses' professional commitment levels. DISCUSSION AND CONCLUSION: This study outlines how nurses' views on effective nursing services management can enhance their professional commitment. Managers should contribute to increase nursing services management efficacy by eliminating deficiencies in management practices to make their institutions successful and to increase their employees' professional commitment level. IMPLICATIONS FOR NURSING AND HEALTH POLICY: Assuming positive perceptions of nursing management increase nurses' professional commitment, developing policies to boost organizational support is vital. Managers should focus on improving nursing services management to increase organizational success, increase nurses' professional commitment, and achieve the best health outcomes by eliminating management deficiencies.

Managing the COVID-19 Pandemic: Experience of Managers in Healthcare: A Narrative Inquiry.

The pandemic represented a challenge for hospital managers at different levels, required to reorganise services without compromising care. This study aimed to analyse the experiences of hospital managers during the COVID-19 pandemic. A narrative inquiry was conducted in a multisite acute hospital. Data were collected through narratives and open-ended questions. Direct and non-direct-care managers were invited to participate. Data were analyzed considering Clandinin & Connelly's (2000) framework and Braun & Clarke, (2006). Thirty-six narratives and open-ended question responses were analysed. Participants were nurses (n = 20), doctors, technicians, administrative and hospitality service managers. Themes were grouped into three narrative dimensions: (1) personal-"the emergency engulfed us", (2) practical/professional-"managing the pandemic", (3) social-"the strength of the team and people". Different narrative threads were identified between direct-care and non direct-care managers. Problems faced, factors helpful for management and suggestions for improvement were also reported. The pandemic had an important impact on managers and their roles, in terms of the need for clear concise information, staff support, and adequate professional and technical resources. A sense of unity and belonging facilitated management.

Nurse Managers' Professional Quality of Life During the COVID-19 Pandemic.

BACKGROUND: Health systems cannot effectively support nurse managers without understanding psychosocial effects of the COVID-19 pandemic. OBJECTIVE: The objective of this study was to describe the professional quality of life of frontline nursing management during the COVID-19 pandemic. METHODS: A cross-sectional online survey of 54 nurses in management positions at a large Midwest academic medical center during 2022 was conducted. Participants completed an electronic survey including demographics, Professional Quality of Life Measure Version 5, and items assessing past consideration of and future intent to leave their position, organization, or profession. RESULTS: Most participants had previously considered changing roles (80%) or leaving the organization during the pandemic (76%). Fewer respondents reported that changing role (24%) or organization (20%) was likely during the upcoming 6-12 months. Most participants scored in moderate ranges of Compassion Satisfaction, Burnout, and Secondary Traumatic Stress scales (85%, 89%, and 74%, respectively). Higher Compassion Satisfaction was associated with extreme unlikelihood of leaving for an internal non-management role. Higher Burnout scores were associated with more time working and past consideration or future likelihood of leaving for an external non-nursing position. Secondary Traumatic Stress scores were higher for nurse managers and house operation managers than assistant nurse managers and associated with past consideration of moving to an internal non-management role or external non-nursing position and future likelihood of moving to an external non-nursing position. CONCLUSIONS: Nurse management occupies a demanding position between frontline staff needs and administrative requirements, profoundly impacted by COVID-19. Health care researchers, administration, and policymakers must learn how to support, retain, and sustain nursing management in a post-pandemic world.

Exploring Professional Practice Environments and Organisational Context Factors Affecting Nurses' Adoption of Evidence-Based Practice: A Scoping Review.

This scoping review, conducted within the Joanna Briggs Institute (JBI) framework, analysed the recent literature (January 2018 to March 2023) addressing factors inherent to professional practice environments and organisational contexts influencing nurses' adoption of evidence-based practice (EBP). This review included studies involving nurses regardless of sector, practice setting, and scope of practice. A systematic search was undertaken across the PubMed, Web of Science, CINAHL, and MEDLINE databases, as well as the EThOS, OATD, and RCAAP platforms. The extracted textual elements underwent a content analysis, resulting in a coding structure established through an inductive approach that categorised information into main categories and subcategories linked by similarity and thematic affinity. Forty-one studies were included, revealing four main categories of factors impacting EBP adoption by nurses: (1) organisational dynamics, (2) management and leadership, (3) teamwork and communication, and (4) resources and infrastructure. The study's limitations acknowledge the subjective nature of categorisation, recognising potential variations based on individual perspectives despite adopting procedures to minimise the risk of bias. The results provide a substantial foundation for developing interventions to cultivate environments conducive to EBP adoption by nurses, thereby enhancing the integration of evidence into nurses' professional practice contexts. This review was prospectively registered on the Open Science Framework (registration no. osf.io/e86qz).

Comportamento empoderador do enfermeiro-líder na perspectiva de técnicos e auxiliares de enfermagem / Comportamiento empoderador de enfermeros líderes bajo la perspectiva de técnicos y auxiliares de enfermería / Empowering behavior of the nurse-leader from the perspective of nursing technicians and assistants

Resumo Objetivo Associar dados demográficos e laborais e o comportamento empoderador do enfermeiro-líder na perspectiva de técnicos e auxiliares de enfermagem. Métodos Pesquisa transversal e correlacional realizada em hospital universitário terciário do estado de São Paulo. Participaram 260 profissionais de enfermagem de nível médio (técnicos e auxiliares de enfermagem), por meio de instrumentos autoaplicáveis no período de maio a agosto de 2021. Para verificar a associação entre as classes da escala e as variáveis explanatórias, foi realizado teste qui-quadrado ou exato de Fisher no programa SAS. As relações foram estatisticamente significativas se p<0,05. Resultados O perfil dos participantes predominou o sexo feminino, média de idade de 41,9 anos, trabalhadores do período diurno, carga horária de 36,7 horas e satisfeitos com o trabalho. A aplicação do instrumento Comportamento Empoderador do Líder evidenciou que o domínio com maior média de comportamento empoderador foi "trabalho significativo" e o com menor média foi "autonomia em relação à burocracia". Os auxiliares e técnicos de enfermagem que trabalhavam no período diurno não possuíam outros vínculos de trabalho e estavam satisfeitos com o mesmo, além de terem observado mais o comportamento empoderador do líder. Conclusão O comportamento do enfermeiro para empoderar sua equipe, na perspectiva de técnicos e auxiliares de enfermagem no hospital estudado, foi bom na maioria dos domínios, exceto no domínio "autonomia em relação à burocracia", em que foi razoável. Trabalhar no turno diurno, não ter outros vínculos e estar satisfeito com o trabalho foram aspectos de maior empoderamento.

Resumen Objetivo Asociar datos demográficos y laborales con el comportamiento empoderador de enfermeros líderes bajo la perspectiva de técnicos y auxiliares de enfermería. Métodos Estudio transversal y correlacional realizado en un hospital universitario terciario del estado de São Paulo. Participaron 260 profesionales de enfermería de nivel medio (técnicos y auxiliares de enfermería), mediante instrumentos autoaplicados durante el período de mayo a agosto de 2021. Para verificar la asociación entre las clases de la escala y las variables explicativas, se realizó la prueba ji cuadrado o exacta de Fisher en el programa SAS. Las relaciones fueron estadísticamente significativas si p<0,05. Resultados En el perfil de los participantes predominó el sexo femenino, promedio de edad de 41,9 años, trabajadores del período diurno, carga horaria de 36,7 horas y satisfechos con el trabajo. La aplicación del instrumento Comportamiento Empoderador del Líder evidenció que el dominio con mayor promedio de comportamiento empoderador fue "trabajo significativo" y con menor promedio fue "autonomía con relación a la burocracia". Los auxiliares y técnicos de enfermería que trabajaban en el período diurno no tenían otros vínculos de trabajo y estaban satisfechos con este, además de haber observado más el comportamiento empoderador del líder. Conclusión El comportamiento de los enfermeros para empoderar a su equipo, bajo la perspectiva de técnicos y auxiliares de enfermería en el hospital estudiado, fue bueno en la mayoría de los dominios, excepto en el dominio "autonomía con relación a la burocracia", que fue razonable. Trabajar en el turno diurno, no tener otros vínculos y estar satisfecho con el trabajo fueron aspectos de mayor empoderamiento.

Abstract Objective Associate demographic and work data and the empowering behavior of the nurse-leader from the perspective of nursing technicians and assistants. Methods Cross-sectional and correlational research carried out in a tertiary university hospital in the state of São Paulo. A total of 260 mid-level nursing professionals (nursing technicians and assistants) participated, using self-administered instruments from May to August 2021. To verify the association between the scale classes and the explanatory variables, a chi-square or Fisher's exact test was performed in the SAS program. Relationships were statistically significant if p<0.05. Results The profile of the participants was predominantly female, mean age 41.9 years, daytime workers, workload of 36.7 hours and satisfied with their work. The application of the Leader's Empowering Behavior instrument showed that the domain with the highest average of empowering behavior was "meaningful work" and the one with the lowest average was "autonomy in relation to bureaucracy". Nursing assistants and technicians who worked during the day did not have other work relationships and were satisfied with it, in addition to observing the leader's empowering behavior more. Conclusion Nurses' behavior to empower their team, from the perspective of technicians and nursing assistants in the studied hospital, was good in most domains, except in the domain "autonomy from bureaucracy", where it was reasonable. Working the day shift, not having other jobs and being satisfied with the job were aspects of greater empowerment.

Reliability and validity of the Chinese version of the Self-Efficacy Perception Scale for Administrator Nurses.

Objectives: This study aimed to translate the Self-Efficacy Perception Scale of Administrator Nurses (SEPSAN) into Chinese and test its reliability and validity among nurse managers. Methods: A scale translation and cross-sectional validation study was conducted. The English version was translated for Chinese by the Brislin translation model included direct translation, back translation, integration, and cultural adjustment. A total of 382 nurse administrators were recruited from 20 general hospitals in five Chinese cities to assess the reliability and validity of the scale from April to May 2023. Validity assessments included content, structural, and convergent validity. Reliability was evaluated using Cronbach's α coefficient and test-retest reliability. Results: The item-content validity index (I-CVI) of the scale ranged from 0.86 to 1.00, and the average scale-level content validity index (S-CVI/Ave) for the overall scale was 0.98. The exploratory factor analysis indicated five dimensions (planning, organizing, commanding, coordinating, controlling, and inspecting) with 41 items. The cumulative variance contribution rate was 63.72%. Confirmatory factor analysis showed an acceptable fit. The general Cronbach's α coefficient was 0.95, and the test-retest reliability was 0.87. Conclusion: The Chinese version of SEPSAN showed satisfactory reliability and validity and thus can be used to assess the self-efficacy of nurse administrators in China.

A study of error reporting by nurses: the significant impact of nursing team dynamics.

Background: Error reporting is crucial for organisational learning and improving patient safety in hospitals, yet errors are significantly underreported. Aims: The aim of this study was to understand how the nursing team dynamics of leader inclusiveness, safety climate and psychological safety affected the willingness of hospital nurses to report errors. Methods: The study was a cross-sectional design. Self-administered surveys were used to collect data from nurses and nurse managers. Data were analysed using linear mixed models. Bootstrap confidence intervals with bias correction were used for mediation analysis. Results: Leader inclusiveness, safety climate and psychological safety significantly affected willingness to report errors. Psychological safety mediated the relationship between safety climate and error reporting as well as the relationship between leader inclusiveness and error reporting. Conclusion: The findings of the study emphasise the importance of nursing team dynamics to error reporting and suggest that psychological safety is especially important to error reporting.

Training Priority for Managerial Competence of Nurse Managers in Small and Medium-Sized Hospitals: Focusing on the Management Level.

Introduction: The managerial competence of nurse managers varies according to their management level. Objectives: This study aims to explore the training priority of managerial competence for nurse managers in small- and medium-sized hospitals based on their management level. Methods: Nurse managers (122 front-line and 65 middle-level nurse managers and chief nurse executives (CNEs)) from 21 small- and medium-sized hospitals with less than 300 beds participated in a survey. T-test and Borich Priority were analyzed. Results: Nurse managers identified control competence as the most significant management function in both groups. The training priority for front-line nurse managers was motivation in directing, while it was human resource development in human resource management for middle-level nurse managers and, CNEs. Conclusion: Five management strategies were reported, which will be the basis for future systematic nursing management in nursing organizations.

Strategies and challenges in addressing ethical issues in the hospital context: A phenomenological study of nurse team leaders.

Background: Nurse team leaders encounter considerable ethical challenges that necessitate using effective strategies to overcome them. However, there is a lack of research exploring the experiences of nurse team leaders in Indonesia who face ethical dilemmas in their professional duties. Objective: This study aimed to explore nurse team leaders' experiences regarding strategies and challenges in dealing with ethical problems in hospital settings in Indonesia. Methods: This qualitative study employed a hermeneutic phenomenology design. Online semi-structured interviews were conducted between November 2021 and February 2022 among 14 nurse team leaders selected using a snowball sampling from seven hospitals (three public and four private hospitals). Van Manen's approach was used for data analysis. Results: The strategies for overcoming ethical dilemmas included (i) seeking the facts, (ii) stepping back, (iii) considering support, and (iv) standing by patients. The challenges for the nurse team leaders in resolving ethical problems consisted of (i) seniority, (ii) trust issue, and (iii) lack of reflection and ethics training. Conclusion: Nurse team leaders recognize their specific roles in the midst of ethical challenges and seek strategies to deal with them. However, a negative working environment might impact ethical behavior and compromise the provision of quality care. Therefore, it is imperative for hospital management to take note of these findings and address issues related to seniority by providing regular ethics training and group reflection sessions to maintain nurses' ethical knowledge in hospital practice. Such interventions can support nurse team leaders in resolving ethical dilemmas and provide a conducive environment for ethical decision-making, ultimately improving patient outcomes.

Perception of Nursing Activities That Contribute to the Quality of Care: Validity and Reliability Testing of the French Version.

Background and purpose: Measuring nurses' perceptions of the activities contributing to the quality of care needs to be emphasized, providing visibility to professional practice and their contributions to achieving health quality. This study aimed to translate, validate, and culturally adapt the "Perception of Nursing Activities that Contribute to the Quality of Care" (EPAECQC), scale to provide a reliable instrument to assist nurse managers in measuring nurses' perceptions of their activities in French reality. Methods: A quantitative, descriptive, and cross-sectional study, in two phases, was conducted. First, by translation and cultural adaptation, and second, through the validation of the scale. Results: The factor structure of the final version was reduced to 22 items. Content and construct validity and reliability were supported by internal consistency (Cronbachs' alpha = .913). Conclusions: The results show that the final version is a reliable and valid instrument, showing a high potential to be used in research and clinical practice.

Nurse manager support of graduate nurse development of work readiness: An integrative review.

AIM: To systematically review relevant literature to identify how Nurse Managers support graduate nurse work readiness. BACKGROUND: Graduate nurses face many difficulties when transitioning from student to qualified nurse. Nurse managers establish workplace culture through leadership styles, yet little is known about how they can best support graduate nurses to transition to professional practice in the acute hospital environment. DESIGN: A five-step, systematic integrative review reported in accordance with the PRISMA 2020 Checklist. METHODS: The steps of the review method included (1) problem identification, (2) literature search, (3) data evaluation and quality appraisal, (4) data extraction and analysis and (5) presentation. Analysis used the Framework method and was guided by theory of graduate nurse work readiness and the Theoretical Domains Framework. DATA SOURCES: MEDLINE COMPLETE, Cumulative Index to Nursing and Allied Health (CINAHL) Complete, ERIC and PSYCINFO searched in December 2020. RESULTS: Studies eligible for inclusion (N = 40) represented research from 15 countries; most (67.5%, n = 27) used a qualitative design, 22.5% (n = 9) were quantitative and 10% (n = 4) used mixed methods. Three themes related to the social constructs and local area work environments influenced by nurse managers emerged: supporting people, supportive environment and supporting learning. CONCLUSION: The review identified a lack of robust evidence about the effectiveness of specific nurse manager-led strategies to support development of graduate work readiness. However, the findings provide a framework to guide nurse managers in supporting graduate nurses and provide a foundation for further research about nurse manager roles in developing graduate work readiness. IMPLICATIONS FOR THE PROFESSION OR PATIENT CARE: Previous research has described poor transition of graduate nurses as responsible for increased workplace errors, decreased job satisfaction and high rates of attrition. Exploring the role of nurse managers in graduate nurse transition is essential to ensure quality patient care and a sustainable workforce. IMPACT: What Problem Did the Study Address? Graduate nurses face many difficulties when transitioning from student to qualified nurse. Nurse managers establish workplace culture through leadership styles, yet little is known about how they can best support graduate nurses to transition to professional practice in the acute hospital environment. What Were the Main Findings? High rates of attrition are attributed to poor support during the initial transition phase of graduate nurses. Nurse managers can impact transition by providing a supportive environment, support learning and by providing a team of supportive people. Where and on whom will the research have an impact? The research will have an impact on graduate nurses and nurse managers. PATIENT OR PUBLIC CONTRIBUTION: No patient or public contribution (integrative review exploring existing literature). This integrative review was registered with PROSPERO (CRD42021213142).

Challenges faced by nurse managers during the COVID-19 pandemic: an integrative review.

Background: Nurses have crucial roles in caring for patients and preventing the spread of COVID-19. Therefore, nurse managers have a prominent role during the pandemic, being responsible for the support and training of the nursing team to ensure quality care. While performing their duties in this time of fear and uncertainty, nurse managers face several challenges. Aim: To identify the challenges faced by nurse managers during the COVID-19 pandemic. Methods: It is an integrative literature review whose search for articles was carried out in Medline, PubMed and Scopus. Qualitative content analysis was used. Results: Twelve primary research studies were included. Four themes emerged: (1) Workplace demands, (2) Impacts on physical and psychological health, (3) Coping measures and resilience and (4) Recommendations to better support nurse managers in times of crisis. Nurse managers had their roles expanded or completely changed, and they experienced many pressures and stressors in the workplace. Nurse managers also faced physical and psychological health problems. Nurse managers drew on experience; management skills; social media applications; support from family, colleagues and hospital administrators; training, and continuing education to solve the problems that emerged due to the COVID-19 pandemic. Organisations should use collaborative, inclusive and participatory practices for better crisis management. Conclusions: Knowing the experiences of nurse managers during the pandemic period may help health institutions and policymakers better prepare for emergencies.

Psychometric Properties of Grief Traits and State Scale for Nurses to Measure Levels of Grief.

Frequent exposure to patient deaths prompts nurses to experience grief. Unresolved grief leads to harmful consequences of nurses' mental health and quality of nursing care. A cross-sectional study using an online survey was conducted to determine the psychometric properties of the Grief traits and State Scale for Nurses. Exploratory factor analysis revealed two factors measuring the level of nurses' grief traits (Cronbach's alpha: 0.84) and two factors in grief state (Cronbach's alpha: 0.86). Nurses' feelings of unable to provide good care were associated with a higher risk of grief (odds ratio (OR): 4.30, 95% confidence interval (CI): 1.45-12.75), uncomfortable feeling toward deaths (OR: 11.29, 95%CI: 1.48-85.91), and emotional exhaustion (OR: 7.12, 95%CI: 1.63-30.99). Results indicated that the scale was reliable in determining the levels of their grief. Nurse managers can use the scale to identify their nurses' levels of grief, creating opportunities to influence the resolution of the grief experiences.

Impact of organizational justice and manager's mental health on staff nurses' affective commitment: A multilevel analysis of the work environment of hospital nurses in Japan-Part II (WENS-J-II).

Background: Nursing shortage is a global and priority issue. Affective commitment has been identified as a key to retention in the workplace. Exploring the way to promote the nurse's affective commitment is necessary to maintain the nursing workforce and care quality. The staff nurse's organizational justice (procedural and interactional justice) and the manager's condition of mental health have the potential to be related to the staff nurse's affective commitment. Objective: To explore the impact on the nurse's affective commitment from procedural and interactional justices at individual and unit levels and the manager's mental health. Design: A multi-site longitudinal design. Settings: Nine Japanese hospitals with more than 200 beds and located in an area with more than 150,000 people. Participants: 385 staff nurses and their 42 nurse managers who completed both surveys in 2016 and 2017. Methods: We analyzed the data from a two-year national survey of the Work Environment for hospital Nurses in Japan part II. Nurse staff and their managers completed the surveys. This multilevel analysis performed four random intercept models on affective commitment and entered the variables of procedural and interactional justices and manager mental health into the models. Results: The staff nurse's affective commitment was positively associated with procedural justice climate (unit level), interactional justice climate (unit-level), and the perception of interactional justice (individual justice). The manager's mental health (psychological distress) had a negative relationship with affective commitment. Conclusions: The climates of procedural and interactional justice, the individual perception of interactional justice, and the manager's mental health impacted the nurses' affective commitment as a predictor of retention. Moreover, the perception of interactional justice and the organizational contexts (organizational justice climates and managers' psychological distress) were mediated by affective commitment. Thus, support to maintain the manager's mental health is required to promote staff's affective commitment related to retention. Registration: None. Tweetable abstract: Nurse staff's affective commitment was stimulated by interactional justice, two types of organizational justice climate, and the manager's mental health.

Nurse administrators as the cause of moral distress among nurse educators: A qualitative research study.

OBJECTIVE: This study aimed to investigate the causes of moral distress among nurse educators. BACKGROUND: Educational administration factors can cause moral distress among nursing faculty members. Despite this, limited attention has been paid to addressing these factors. Highlighting and addressing these factors is now an essential element of organizational success. METHODS: A descriptive phenomenological design was used to explore nursing faculty members' lived experiences of nursing faculty members of moral distress. Qualitative data were collected from 10 faculty members using a semi-structured interview framework. RESULTS: Five themes emerged a) administrative support deficit, b) administrator-faculty member rapport, c) sense of powerlessness, d) marginalization in the decision-making process, and E) being forced to work in opposition to the nursing profession value system. CONCLUSIONS: This study provides common themes as they pertain to causes of moral distress in academic settings. Nurse administrators can play a vital role in preventing moral distress by providing management that demonstrates human caring values and advocates for nursing faculty. Preventing moral distress in academic settings is essential to reinforce and exemplify an ideal learning environment for nursing educators and nursing students.