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Biomedical subjects

J Dunham-Taylor

Publications and source records attributed to J Dunham-Taylor.

9 recordsLinked to original sources
PubMed2000

Nurse executive transformational leadership found in participative organizations.

OBJECTIVE: The study examined a national sample of 396 randomly selected hospital nurse executives to explore transformational leadership, stage of power, and organizational climate. BACKGROUND: Results from a few nurse executive studies have found nurse executives were transformational leaders. As executives were more transformational, they achieved better staff satisfaction and higher work group effectiveness. This study integrates Bass' transformational leadership model with Hagberg's power stage theory and Likert's organizational climate theory. METHODS: Nurse executives (396) and staff reporting to them (1,115) rated the nurse executives' leadership style, staff extra effort, staff satisfaction, and work group effectiveness using Bass and Avolio's Multifactor Leadership Questionnaire. Executives' bosses (360) rated executive work group effectiveness. Executives completed Hagberg's Personal Power Profile and ranked their organizational climate using Likert's Profile of Organizational Characteristics. RESULTS: Nurse executives used transformational leadership fairly often; achieved fairly satisfied staff levels; were very effective according to bosses; were most likely at stage 3 (power by achievement) or stage 4 (power by reflection); and rated their hospital as a Likert System 3 Consultative Organization. Staff satisfaction and work group effectiveness decreased as nurse executives were more transactional. Higher transformational scores tended to occur with higher educational degrees and within more participative organizations. CONCLUSIONS: Transformational qualities can be enhanced by further education, by achieving higher power stages, and by being within more participative organizations.

Adult↗
PubMed1996

Leading the research initiative: the role of the nurse manager.

Outcomes research, an integral part of the nurse manager role, is important because it examines the end result of care and stimulates changes in nursing practice. Without outcomes research, the nurse manager lacks knowledge of what interventions have been tried or their resulting effectiveness. The move from episodic to a continuum of care emphasizes the need for continued research across all organizational boundaries. This paradigm shift questions traditions and requires finding new ways to plan and implement care. Nurse managers assure that they provide the leadership to develop and implement outcomes data to strengthen nursing's role on the health care team and to achieve positive patient outcomes.

Continuity of Patient Care↗
PubMed1995

Identifying the best in nurse executive leadership: Part 1, Questionnaire results.

Further analysis of a previously reported transformational leadership study indicated that the study's 81 excellent nurse executives can be further delineated into four groups based on the difference between the scores of nurse executives and staff for transformational and transactional leadership. Part 1 reports questionnaire results, indicating that staff identify two groups as more highly transformational. Part 2 will identify further characteristics of these groups based on interview data results.

Humans↗
PubMed1993

Nurses cut health care costs.

Nurses are a value-added and cost-savings component of health care, yet others frequently impede nurse efforts. Nurses, coupled with business, can contribute to cutting health care costs by (a) increasing dialogue with business leaders on effective cost-cutting measures across health care, (b) supporting nurse leaders who are capable of administering key community positions, (c) involving whole communities in wellness/health promotion and/or disease prevention programs, (d) encouraging more home health care alternatives; and (e) supporting nurse-related entrepreneurial efforts.

Commerce↗
PubMedDate not supplied

Identifying the best in nurse executive leadership: Part 2, Interview results.

Interview data from four groups of nurse executives further define transformational leadership. In Part 1 (June 1995 JONA), the group that received the highest staff mean scores were more balanced in their leadership style. The second group, which also received high scores in Part 1, were analytic and enjoyed moving in to "clean up" situations. In the groups receiving lower scores, one relied on common sense in dealing with issues and the other influenced others on a situational basis. The author provides further definition on the composition of excellent nursing leadership.

Female↗
PubMedDate not supplied

Evaluating cost center productivity.

The monthly and yearly productivity summaries were developed and applied to a computer spreadsheet to aid the nurse manager in better understanding and communicating budget issues for diverse ambulatory care departments. A computerized spreadsheet using a commercially available personal computer program, such as Lotus, Quattro Pro, or Excel, can be used to more quickly and accurately track and summarize monthly budget reports. The data can be entered into the spreadsheet either manually or imported by query from the financial mainframe system. Contact your agency's finance or information department for information on how to accomplish this. Periodically acuity and resources should be measured and compared with quality monitors to maintain standards. For the past 10 years, our facility has successfully used this tool to make more informed decisions by identifying trouble spots early, and taking corrective action to avoid crisis management.

Ambulatory Care↗
PubMedDate not supplied

Quality oversight: how much is too much?

Concern for quality, which has created $1 billion/year quality oversight businesses, has affected health care organizations financially in different degrees. The most costly is the JCAHO accreditation process. Health care organizations have the power to control these businesses and expenditures.

Cost Control↗
PubMedDate not supplied

Experiences, events, people. Do they influence the leadership style of nurse executives?

Nurse executives play a key role in healthcare organizations. This study asked nurse executives whether there were particular experiences, events, or persons that influenced their leadership style. The answers to this question provide guidance for nurses who aspire to this role. Nurse administrators, leaders, and educators are in pivotal positions to influence the development of leadership in others.

Adult↗