Reference no: EM133630880
Problem Statement
The problem is the ineffectiveness of Healthcare Leadership to mitigate work stress and burnout among nurses working in the United State of America healthcare industry leading to poor patient outcome and satisfaction (Schlak et al., 2021; Laschinger, 1999; Taylor et al., 1999). The problem is exacerbated by the apparent lack of support from Healthcare Leaders to address and mitigate these issues (Fletcher, 2001). The consequences of this lack of support is reflected not only in the alarming levels of emotional exhaustion reported by nurse managers but also in the broader impact on patient outcomes. Poor job satisfaction, increased in medical errors, and the heightened psychological distress among nurses are indicators of a larger systemic issue that demands urgent attention (Laschinger, 1999).
Relationship between staff nurses and nurse managers/leaders are particularly important when examining stress and burnout (Decker, 1997; Fletcher, 2001). Numeric ratings from a survey of 1,780 RNs indicated that supervisor support and quality of supervision were lowest for nurse managers (Fletcher, 2001). Fletcher (2001), handwritten comments from 509 (28.6 percent) of RNs clarified these ratings by noting the following problems: (a) inadequate unit leadership and the frequent turnover of nurse managers, (b) insufficient physical presence of the supervisor on the unit, (c) failure to address problems - too much sweeping them aside or not even being aware they exist, and (d) modest awareness of numerous staffing issues.
The literature reveals a concerning link between workplace stress and burnout among nurses and the subsequent negative impact on patient outcomes (Laschinger et al., 1999; Decker, 1997; Taylor et al., 1999). Personal characteristics such as neuroticism, external locus of control, and anxiety, along with problematic interpersonal relationships, contribute to the vulnerability of nurses to burnout. While studies underscore the pivotal role of nurse managers, the prevailing management styles often marked by inadequate leadership, frequent turnover, and insufficient support, further exacerbate the problem.
In addition to illustrating a connection between nurse managers and staff nurse stressors, these studies also reflected the demanding role of today's nurse managers who are often responsible for multiple patient care areas (Lee & Henderson, 1996). However, only two studies were identified between 1995 and 2005 in which burnout was assessed in nurse managers and nurse administrators. The shortage of studies assessing burnout in nurse managers between 1995 and 2005 raises concerns about the insufficient attention given to those in leadership positions, despite their critical influence on the well-being of staff nurses. The demanding nature of nurse manager roles, coupled with limited research, suggests a potential gap in understanding and addressing the challenges faced by managerial personnel. Urgent intervention is required to address these systemic deficiencies and improve working conditions for nurses, ensuring optimal patient care quality.
Background of the Problem
Nurse burnout is a pervasive and concerning issue within the U.S. healthcare sector. The problem is a multifaceted problem characterized by emotional exhaustion, cynicism, and reduced effectiveness among nursing professionals (Schlak et al., 2021). Such phenomenon is intrinsically tied to the work environment and is defined as an occupational phenomenon by the World Health Organization (WHO, 2021). Lake et al. (2019), burnout has been shown to be the consequence of a poorly designed work environment regardless of occupation, indicating that burnout is less about the type of work, but rather how the work is designed, distributed, and managed. Lake et al. (2019) continued by saying that, for nurses, having a supportive work environment means having the appropriate autonomy, adequate staff and resources, and good working relationships with physicians and management. Professional autonomy empowers nurses to exercise their discretion and respond efficiently to patient care issues. When these conditions are in place, nurses have 28% lower odds of developing burnout (Lake et al., 2019).
Nurses face increasing patient acuity, demanding workloads, staffing shortages, and ever-changing technological advancements (Laschinger, 2004). Financial constraints and value-based reimbursement systems exert pressure on hospitals to optimize efficiency, often at the expense of nurse well-being (Jones, & Fuller, 1997). This dynamic creates a fertile ground for stress and burnout to flourish.Despite the well-documented impact of stress and burnout on nurses, healthcare leadership has not always actively prioritized addressing these issues (Jones, & Fuller, 1997). While some hospitals implement initiatives focused on individual coping mechanisms, a systematic approach addressing systemic factors and leadership behaviors remains largely absent (Laschinger, 2004). This lack of comprehensive leadership engagement translates into missed opportunities to prevent, intervene, and manage stress and burnout at the source.
Effective leadership can significantly influence nurses' experiences of stress and burnout. Laschinger (2004), empowering leadership styles that promote autonomy, participation, and professional development contribute to increased job satisfaction, higher engagement, and reduced burnout. Conversely, authoritarian or micromanaging leadership styles exacerbate stress and create a feeling of disempowerment, further fueling burnout. The absence of systematic leadership training programs focused on mitigating stress and burnout among nurses represents a significant gap (Aiken et al., 2002). Traditional leadership development programs often overlook the specific challenges nurses face and lack practical strategies for cultivating supportive work environments. Consequently, many healthcare leaders lack the necessary skills and knowledge to effectively address the emotional well-being of their teams.
By acknowledging the crucial role of effective healthcare leadership in mitigating stress and burnout among nurses, the leaders in the healthcare system can take meaningful steps toward a healthier, more resilient workforce and ultimately, higher-quality patient care (Aiken et al., 2002). Investing in leadership development, prioritizing nurse well-being, and fostering a culture of support are vital investments in the future of healthcare.
Purpose Statement
The purpose of this qualitative participatory action research is to explore the pivotal role of healthcare management in mitigating stress and burnout among nurses and subsequently improving patient outcomes and satisfactions (Schlak et al., 2021). By exploring the relationship between nurse burnout and patient mortality, failure to rescue, and length of stay, this research aims to contribute valuable insights into the multifaceted dynamics of the healthcare environment. Specifically, the study seeks to understand how effective healthcare management practices, including the promotion of a supportive work environment, sufficient resources, and collaborative decision-making, can act as potential interventions to minimize nurse burnout and, consequently, enhance patient care quality (Aiken et al., 2002). Through an examination of the interplay between nurse burnout, the work environment, and patient outcomes, the study aims to inform evidence-based strategies for healthcare management that prioritize the well-being of nurses and optimize patient care.
Schlak et al. (2021), the study underscores the urgent need to explore the role of healthcare management in addressing nurse burnout and its subsequent impact on patient outcomes. The pervasive nature of nurse burnout, as documented by the World Health Organization (WHO, 2019), necessitates a focused examination of interventions that can be employed by healthcare management to promote a healthier work environment for nurses and, by extension, enhance patient care quality.
The study will involve the active participation of registered nurses currently employed in five hospitals located within the Northeast region of the United State of America. These registered nurses will actively engage in semi-structured interviews as a fundamental component of the research. The research will be exclusively conducted within the geographical boundaries of the Northeastern region of the United State of America, focusing on healthcare facilities and nursing professionals operating within this specific region.
Questions
1. Does the Work Empowerment Theory fit acute care hospitals in the Northeast region of the U.S?
2. What is the effect of Leadership Behaviors on Structural and Psychological Empowerment?
3. What kinds of leader characteristics contribute to staff nurses' perceptions of empowerment?