Andreja Kvas

Continuing Education and Self-Assessment of Knowledge of Nurse Leaders

BACKGROUND The rapid increase in the scope and quality of knowledge in the health care field requires continuing education for nurses, especially nurse leaders. METHODS A survey was conducted among 296 nurse leaders from 15 hospitals, accounting for 87% of all hospital nurses in Slovenia. RESULTS The survey showed that participation in continuing education was lowest among younger nurse leaders, those with lower leadership positions, and those employed at medium-sized general hospitals and specialized (nonpsychiatric) hospitals. The total number of continuing education hours did not affect self-assessment of knowledge among nurse leaders. CONCLUSION Slovenias experiences in this area indicate that greater attention must be paid to an equal distribution of continuing education programs among the various groups of nurse leaders. Additionally, it is important to monitor the quality of program implementation.

Views of the Slovenian nursing profession regarding leadership

Introduction: New, up-to-date approaches to professionalism presuppose the formation of a nursing team in such a way that relationships are not based on classical hierarchical relationships between superiors and subordinates but on relationships of interdependence and acknowledgment of the role the individual plays in the team. The objective of this article is to present the competences required by nurses in top organizational leadership positions from two viewpoints: as seen by nurses in top leadership positions and as seen by nurses in subordinate positions.Methods: A descriptive research method using a questionnaire as the measuring instrument was used. The questionnaire was based on the competence model of leadership in public administration in Slovenia and was tested on various professional groups.Results: Statistically signifi cant differences were observed with regard to the majority of competences between nurses in top leadership positions and nurses in non-leadership positions. Therefore, the views regarding what competences nurses in leadership positions should have substantially differed within theprofessional group.Conclusions: The fi rst conclusion is therefore that education on leadership on both the theoretical and practical levels must be introduced into undergraduate study programmes of health colleges. With the help of factor analysis we formed fi ve subgroups within the professional group of nurses: three subgroups within the group of nurses in leadership positions and two subgroups within the group of nurses in nonleadershippositions. A special education programme should be prepared for each of these subgroups.

Sources of workplace violence against nurses

BACKGROUND Health care employees, especially nurses, are often victims of workplace violence. OBJECTIVE The objective of this research is to study the frequency and degree of violence against nurses and to analyze correlations between various sources and types of violence. METHODS A survey was carried out using a representative sample of nurses in Slovenia. Data was collected using a questionnaire designed specifically for the purposes of the survey. The collected data was analyzed using descriptive, correlational and inferential statistics. RESULTS A total of 692 nurses participated in the survey. Verbal violence (n = 416) and physical violence (n = 180) were identified. The most frequent perpetrators of verbal violence were patients (listed as a source of violence by 39.3% of the respondents) and peers (39.6%), with the most forceful identified as physicians and patients. Physical violence against nurses was most often initiated by patients (20.8%) who were also the most forceful source in this category. Nurse leaders were found to be the most frequent and forceful sources of violence in terms of leadership level. A positive correlation between external (patient and relatives) and internal (physician and nurse) sources of violence was determined. CONCLUSIONS A better understanding of the association between different types and sources of violence may support the development of action-oriented violence management. Health care organisations should limit violence at its less severe levels and at its primary source.

Training Needs Assessment for Leaders in Nursing Based on Comparison of Competency Models

Abstract Background and Purpose: The main purpose behind the formation of leadership competency models must be the improvement of leadership. A competency model should serve as one of the tools for selecting the most suitable leaders, appraising their work, assessing training needs and preparing programmes of functional and formal education. The objective of this research is to assess the training needs of leaders in health care. A comparison of leadership competency models between different professional groups should serve as one of the tools with which to assess the training needs of various levels of leaders. Design/Methodology/Approach: A descriptive study using a survey design was conducted on 141 nurse leaders in Slovenia. Respondents indicated to what extent each of 95 different behaviours was characteristic of a person at their leadership level. Results: The most important competence dimensions (groups of behaviours) for leaders in health care are (1) at the first - top leadership level: strategic thinking, openness to change and responsibility; (2) for leaders at the second - middle leadership level: relations with co-workers, animation, resistance to stress; and (3) for leaders at the third leadership level: realisation skills, execution of procedures, communication. Training needs assessments were done for three leadership levels in nursing care. Conclusions: The greatest need for training of nurse leaders can be observed at the third leadership level. Special training programmes should be organised in the competency areas of realisation skills, execution of procedures, communication, education and ethics

A competency-based performance appraisal for nurse leaders

Introduction: An employee performance appraisal is used internationally to improve employee performance, productivity, efficiency and effectiveness in nursing care. The purpose of the study was to assess the performance and efficiency of nurse leaders at all levels of leadership, identify deficient areas for each individual leader and propose improvements. Methods: Two surveys were conducted in 15 Slovenian public hospitals. The sample from the first survey included 1311 nurses who assessed the level of competencies of their immediate superiors. The sample from the second survey included 236 nurse leaders. Data envelopment analysis is used in this study to develop a model of practice outputs and inputs to help identify the most efficient nurse leaders. Results: Significant differences exist in the performance appraisal among the leaders in nursing. A total of 203 (86 %) nurse leaders are defined as inefficient and could improve their leadership performance. On average, inefficient leaders could improve their behaviour most in the areas of generic leadership competencies (by 51.7 %) and interprofessional relationships (by 47.7 %). Discussion and conclusion: The areas with the worst performance are generic leadership competencies and interprofessional relationships where also the most significant improvements are possible. Nurse leaders and hospital managers can use the analysis results to determine in which areas the leaders in their organisation should improve the levels of their competencies.

Three-Stage Data Envelopment Analysis as a Tool for Nurse Leader Performance Appraisals: Case Study

As in other sectors, increasingly higher performance and efficiency are also being required from health care employees. To achieve this goal, every health care organization should have a suitable human resource management system. The selection, education, training, effective performance appraisal, and evaluation of leaders are particularly of key importance for every organization. Data envelopment analysis (DEA) is used in this study to develop a model of practice outputs and inputs to help identify the most efficient nurse leaders. The employees’ performance appraisals are often closely related to their specific organizations. As leaders’ behaviors are also influenced by external, non-discretionary factors, the three-stage DEA was used to include inputs not controlled by individual leaders. This article proposes a performance appraisal based on competency models of leadership for a larger professional group working across several different organizations, yet in similar professional and institutional environments. The empirical data in this article are based on two surveys that were conducted in 15 Slovenian public hospitals.