Journal articles: 'First-line managers'

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ALTAFFER, ANN. "First-Line Managers." Nursing Management (Springhouse) 29, no. 7 (July 1998): 36???40. http://dx.doi.org/10.1097/00006247-199807000-00011.

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CORSER, WILLIAM D. "First-Line Managers." Nursing Management (Springhouse) 26, no. 3 (March 1995): 32???36. http://dx.doi.org/10.1097/00006247-199503010-00009.

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Warihay, Philomena D. "First-Line Managers." Nursing Management (Springhouse) 17, no. 10 (October 1986): 69???71. http://dx.doi.org/10.1097/00006247-198610000-00023.

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Alidina, Shehnaz, and Jeanette Funke-Furber. "First Line Nurse Managers." JONA: The Journal of Nursing Administration 18, no. 5 (May 1988): 34???39. http://dx.doi.org/10.1097/00005110-198805010-00007.

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Arvans, Maria E. "Myopic View of First-Line Managers." American Journal of Nursing 89, no. 10 (October 1989): 1279. http://dx.doi.org/10.2307/3426333.

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&NA;. "MYOPIC VIEW OF FIRST-LINE MANAGERS." AJN, American Journal of Nursing 89, no. 10 (October 1989): 1279. http://dx.doi.org/10.1097/00000446-198910000-00021.

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&NA;. "MYOPIC VIEW OF FIRST-LINE MANAGERS." AJN, American Journal of Nursing 89, no. 10 (October 1989): 1279. http://dx.doi.org/10.1097/00000446-198910000-00022.

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DUFFIELD, CHRISTINE. "Role Competencies of First-Line Managers." Nursing Management (Springhouse) 23, no. 6 (June 1992): 49–52. http://dx.doi.org/10.1097/00006247-199206000-00013.

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Patterson, Marla. "Handbook for first-line Nurse Managers." AORN Journal 45, no. 3 (March 1987): 808. http://dx.doi.org/10.1016/s0001-2092(07)65081-9.

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Jollineau, S. Jane, Thomas W. Vance, and Alan Webb. "Subordinates as the First Line of Defense against Biased Financial Reporting." Journal of Management Accounting Research 24, no. 1 (March 1, 2012): 1–24. http://dx.doi.org/10.2308/jmar-50160.

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ABSTRACT Managers who generate financial reports often rely on subordinates who possess private information to provide inputs. When managers have incentives to manipulate reports, they may request biased inputs from subordinates. However, subordinates can act as informal controls and constrain managers' opportunism. We experimentally examine two potential determinants of subordinates' willingness to serve as informal controls: their perception of the subordinate-manager relationship quality and their beliefs about the ethical nature of the task. Subordinates who perceive a high-quality relationship with their manager provide more bias, despite a compensation scheme that makes compliance costly. This result suggests that managers who cultivate close working relationships with subordinates may undermine the control system. Subordinates' beliefs about the ethical nature of the task also reduce compliance, but more so when the manager requests income-increasing estimates. Our findings contribute to the management accounting literature by providing insights into the role of subordinate employees as informal controls.

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Beaman, Anita L. "What Do First-Line Nursing Managers Do?" JONA: The Journal of Nursing Administration 16, no. 5 (May 1986): 6???9. http://dx.doi.org/10.1097/00005110-198605000-00003.

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Li, Mei Yan, and Ying Zong Liu. "Study on Line Managers’ Competence-Based Abilities of Performance Management." Applied Mechanics and Materials 40-41 (November 2010): 820–24. http://dx.doi.org/10.4028/www.scientific.net/amm.40-41.820.

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The line manager, playing a role to promote and implement the performance management system, is the key to system’s success. A line manager’s ability to manage performance determines the level of subordinates’ performance, and then influences the efficiency of performance management system. This paper first gave the definition of ability to manage performance for a line manager, and then according to the Gallup’s research, pointed out the competence characteristics for line managers’ abilities to manage performance, which involves communication capacity, encourage ability, authorizing and coaching capability. Line managers possessing higher level of abilities to manage performance can stimulate the performance potential of subordinates, enhance the work performance of subordinates, and then improve sector and organization performance.

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Karltun, Johan, Anette Karltun, Karin Havemose, Magnus Karlsson, and Sofia Kjellström. "Studying Resilient Action Strategies of First Line Managers." Social Science Protocols 4 (February 22, 2021): 1–15. http://dx.doi.org/10.7565/ssp.v4.5293.

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Background: One important key to an organization’s long-term competitiveness is the ability of first line managers (FLMs) to handle their role as a leader in daily work. FLMs main task is to contribute to a high and stable production output according to customer demands from an input that is characterized by instability and variability. To do so, FLMs must develop resilient action strategies – ways of working and daily problem solving that systematically facilitate to cope with instability. In this study protocol we present a methodological approach developed to evaluate and improve these. Methods/Design: The research approach is collaborative and developmental and performed together with two companies. The approach integrates and extends the theory and application of a model on interactive research and a framework on activity analysis. It will be applied using data collection techniques like interviews, diaries, observations, document analysis, and questionnaires. The analysis and development stages will be performed both separate and in collaboration in workshops and the result is planned to end up in the joint writing of a generic handbook on advantageous action strategies for FLMs’. Discussion: This study contributes with a new integration of two methodological approaches which provides a novel way to understand and develop dynamic on-the-job behaviour in work settings.

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Strömberg, Annika, Maria Engström, Heidi Hagerman, and Bernice Skytt. "First-line managers dealing with different management approaches." Leadership in Health Services 32, no. 4 (September 26, 2019): 543–57. http://dx.doi.org/10.1108/lhs-09-2018-0046.

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Purpose The purpose of this paper is to contribute new knowledge about how first line managers (FLMs) in elderly care perceive their situation, with a focus on differences in management approaches at the intersection of the central and local parts of the organization. Design/methodology/approach The present study has a qualitative approach and is part of a larger project on FLMs in elderly care. The results presented here are based on a secondary analysis of 15 of the total of 28 interviews carried out in the project. Findings The main results are twofold: the majority of FLMs perceived differences in management approaches between local and central management; the differences caused some struggle because FLMs perceived that the management system did not support the differences. The two main aspects that caused the FLMs to struggle were differences in the foci of the management levels and difficulties in influencing the conditions of management. Originality/value The results contribute to the debate on what aspects are important to sustainable management of elderly care. It is common knowledge that FLMs have a complex position, intermediate to the central, upper level management and their subordinates at the local level – levels with different foci and interests. The study contributes new knowledge about what these differences consist of and the dilemmas they cause and offers suggestions as to what can be done to reduce both energy waste and the risk of low job satisfaction.

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Duffield, Christine. "First-line nurse managers: issues in the literature." Journal of Advanced Nursing 16, no. 10 (October 1991): 1247–53. http://dx.doi.org/10.1111/j.1365-2648.1991.tb01535.x.

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Everson-Bates, Salty. "First-Line Nurse Managers in the Expanded Role." JONA: The Journal of Nursing Administration 22, no. 3 (March 1992): 32–37. http://dx.doi.org/10.1097/00005110-199203000-00012.

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Acorn, Sonia, and Marilyn Crawford. "First-Line Managers: Scope of Responsibility in a Time of Fiscal Restraint." Healthcare Management Forum 9, no. 2 (July 1996): 26–30. http://dx.doi.org/10.1016/s0840-4704(10)60849-6.

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Fiscal restraint and government cost control have contributed to the downsizing and restructuring of Canadian health care organizations. As key players in the hospital sector, the role and responsibilities of first-line nurse managers have been significantly affected by these changes. This paper presents data from a survey of 200 first-line nurse managers in British Columbia which investigated the current scope of the first-line manager's role, the number of hierarchical levels within nursing departments, and views on managerial union membership.

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Down, Simon, and James Reveley. "Between narration and interaction: Situating first-line supervisor identity work." Human Relations 62, no. 3 (March 2009): 379–401. http://dx.doi.org/10.1177/0018726708101043.

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This article examines how frontline managers establish managerial identities. It combines narrational and Goffmanesque conceptions of managerial identity work in a longitudinal study of one first-line supervisor at a restructured Australian industrial plant. We argue that, singly, neither self-narration nor dramaturgical performance accounts for the practical discursive work that constructs managerial `identity'. We demonstrate that frontline manager identity work is an iterative process in which self-narration and dramaturgical performance are almost seamlessly interwoven. The supervisor uses these different identity work stratagems simultaneously, and they are processually co-dependent. We conclude, therefore, that organizational scholars who study how persons construct managerial identities should take Goffman's dramaturgical perspective more seriously. It is an indispensible complement to the analysis of identity narratives, because successful performances undergird managers' attempts to craft stable narrative identities.

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Raulgaonkar, Haresh. "Success of the ‘first-time first-line manager’: model development and validation." Emerald Open Research 3 (September 3, 2021): 20. http://dx.doi.org/10.35241/emeraldopenres.14212.1.

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Purpose: The purpose of this paper is to identify the factors involved in the success of a ‘first-time first-line Manager’ (FTFLM), and establish a model for the success of a FTFLM using these identified factors. Methods: Empirical factors influencing the success of a first-line manager were gathered through the literature review and an experience survey of managers. Based on these factors, a questionnaire for primary research was developed and used for the survey. An exploratory factor analysis of the collected data yielded a nine-factor model which was validated using confirmatory factor analysis. Findings: A major portion (74%) of the FTFLM’s success factors are under the direct control of the FTFLM. The remaining portion (26%) are influenced by the organization’s procedures and policies for grooming the FTFLM and the attitude and behaviour of management towards the FTFLM.

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Widar, Linda, Erika Wall, and Sven Svensson. "Experiences of job demand and control: A study of first line managers in for-profit psychiatric and addiction care." Work 69, no. 3 (July 16, 2021): 1115–23. http://dx.doi.org/10.3233/wor-213540.

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BACKGROUND: The complex position of a first line manager is characterized by heavy workload and contradictory demands. Little is known about how first line managers experience demand and control in their work. OBJECTIVES: The aim of this study was to explore experiences of demand and control among first line managers within psychiatric and addiction care. METHOD: In the present study, interviews with ten managers in for-profit psychiatric and addiction care in Sweden were analyzed with a phenomenographic approach. RESULTS: The managers experiences of demand and control implied varied and extensive responsibilities for a wide range of professions; regulation by organizational, economic, and political frameworks; creating balance in their work; and handling the emergence and consequences of acute crisis. These experiences of demand and control involved high and contradictory demands together with coexisting high and low levels of control. Many of their work characteristics could be described in terms of both demand and control. CONSLUSION: The first line managers experiences of demand and control are more complex than implied by the job demand control theory. Our results suggest that the organizational position and branch should be considered when identifying health hazards in the work environment of first line managers.

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Carpio, Ron C., Laura P. Castro, Heinrich M. Huerto, Martha E. F. Highfield, and Sherri Mendelson. "Exploring Resilience at Work Among First-Line Nurse Managers." JONA: The Journal of Nursing Administration 48, no. 10 (October 2018): 481–86. http://dx.doi.org/10.1097/nna.0000000000000655.

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HERMAN, JEAN E., and PAUL A. REICHELT. "Are First-Line Nurse Managers Prepared for Team Building?" Nursing Management (Springhouse) 29, no. 10 (October 1998): 68???72. http://dx.doi.org/10.1097/00006247-199810000-00022.

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Kahm, Therese, and Pernilla Ingelsson. "“Stuck in the middle” first-line healthcare managers’ responsibilities and needs of support when applying Lean." International Journal of Quality and Service Sciences 12, no. 2 (May 4, 2020): 173–86. http://dx.doi.org/10.1108/ijqss-06-2019-0088.

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Purpose The purpose of this paper is to present the supportive conditions that the first-line health-care managers claim that they need from their own managers and what they experience as their own roles and responsibilities in relation to their coworkers when applying Lean principles and practices. Design/methodology/approach A survey with a Web-based questionnaire was designed and used in a Swedish health-care organization two years after the initiation of Lean to investigate the managers’ views on their role, conditions and ability to create change according to Lean. The result from two of the questions will be presented where one focuses on the relationship to the first-line managers’ own manager and the second on the relationship to their coworkers. Findings The results show that to initiate improvement, work based on Lean first-line managers ask for own managers who are assured about Lean, include them in discussions and ask for follow-ups and results about Lean. Concerning first-line managers’ relation to their coworkers they experience themselves as responsible for leading toward creating a culture where problems and mistakes are viewed as possibilities to improve, for encouraging that new work procedures are tested and for creating commitment and inspiration in relation to their coworkers. Originality/value The questions can be used separately or as part of an entire questionnaire before and along the Lean process to highlight organizational issues such as shared responsibility and supportive relations when developing health care.

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Lundin, Karin, Marit Silén, Annika Strömberg, Maria Engström, and Bernice Skytt. "Staff structural empowerment—Observations of first‐line managers and interviews with managers and staff." Journal of Nursing Management 30, no. 2 (December 21, 2021): 403–12. http://dx.doi.org/10.1111/jonm.13513.

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Mohamed, Fatma R., and Hanaa Mohamed Ahmed. "Clinical supervision factors as perceived by the nursing staff." Journal of Nursing Education and Practice 9, no. 6 (March 6, 2019): 67. http://dx.doi.org/10.5430/jnep.v9n6p67.

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Objective: Assess clinical supervision factors as perceived by nurses and first line nurse managers at Assiut University Hospital, and explore the relationships among personal characteristics and clinical supervision factors of studied nurses and first line nurse managers.Methods: A descriptive design was utilized in Medical and Surgical departments at Assiut University Hospital for A convenience sample of first line nurse managers (N = 30) and nurses (N = 151) by using study tools for nurses included two parts: 1) personal characteristics data sheet; 2) clinical supervision factors, and Study tool for first line nurse managers included two parts: 1) personal characteristics data sheet; 2) clinical supervision factors.Results: The highest mean scores were in trust and rapport & Supervisor advice and support of clinical supervision factors among the studied nurses. While among first line nurse managers' the highest mean scores were in improved care and skills & personal issues and reflection of clinical supervision factors.Conclusions: The most important clinical supervision factors which had the positive correlations were between finding time and ward atmosphere with age & years of experience with importance and value of clinical supervision among the studied first line nurse managers, while there was a negative significant correlation between age and trust and rapport & leadership style of the ward manager among the studied nurses. Nurse Managers should direct, monitor and evaluate the staff nurses through scientific standards of supervision as recommendation for the study results.

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Robertson, David. "Leaving first-line managers to sink or swim will hit your bottom line." Development and Learning in Organizations: An International Journal 28, no. 4 (June 2, 2014): 2–4. http://dx.doi.org/10.1108/dlo-03-2014-0014.

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Purpose – The purpose of the paper is to look at how investing in the skills development of first-line leaders can improve overall business performance. First-line leaders are the largest and arguably the most important group of leaders in any organization; yet recent research shows that they are one of the most neglected in terms of training and development, which is impacting businesses’ bottom line. Design/methodology/approach – This study involves literature review and Forum Europe, Middle East and Africa’s own survey data. Findings – It is the companies that take the time to invest in developing the essential skills of their first-line leaders that will reap the rewards generated through their ability to create a highly motivated, engaged and results-driven team. Originality/value – Focusses on the skills required by first-line leaders, and the five “engagement needs” they must understand in order to motivate the workforce.

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Op de Beeck, Sophie, Jan Wynen, and Annie Hondeghem. "Explaining Effective HRM Implementation: A Middle Versus First-Line Management Perspective." Public Personnel Management 47, no. 2 (March 14, 2018): 144–74. http://dx.doi.org/10.1177/0091026018760931.

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In this article, we explore one of the key underlying mechanisms that mediates the human resource management (HRM)–performance link, namely, the (effective) HRM implementation by line managers. In particular, the purpose of our study is to compare middle and first-line managers’ experiences of their human resource (HR) role and the factors explaining effective HRM implementation at each managerial level. By employing survey data of two Belgian federal government organizations, we examine the effect of a number of organizational, individual and interpersonal factors on the effectiveness of line managers in HRM implementation. Results indicate that both middle and first-line managers’ HRM implementation effectiveness is related to organizational support, autonomous motivation, and coworker support. For the group of first-line managers, specifically, age and local office position are important in the execution of their HR tasks. For the group of middle managers, however, personnel red tape, length of service, and supervisory experience contribute to their HRM implementation effectiveness. As a result, an organization’s HR department can create the internal organizational conditions necessary to facilitate successful HRM implementation by the line. At the same time, it is worth adapting the approach according to the different managerial levels.

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Han, Mi Young, Sue Kyung Sohn, Yeon Sil Cho, Ick Jee Kim, and Mi Suk Kim. "Experience in Nursing Unit Management on First Line Nurse Managers." Journal of Korean Academy of Nursing Administration 27, no. 3 (2021): 138. http://dx.doi.org/10.11111/jkana.2021.27.3.138.

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Gunawan, Joko, and Yupin Aungsuroch. "Managerial competence of first-line nurse managers: A concept analysis." International Journal of Nursing Practice 23, no. 1 (January 3, 2017): e12502. http://dx.doi.org/10.1111/ijn.12502.

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Kirchhoff, Jörg W., and Jan Ch Karlsson. "Alternative careers at the first level of management." Leadership in Health Services 32, no. 3 (June 28, 2019): 405–18. http://dx.doi.org/10.1108/lhs-11-2017-0067.

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Purpose First-line nurse managers are frequently torn between conflicting demands from management and employees, and previous research suggests that nurse managers use a variety of responses to cope with these demands. The purpose of this paper is to explore the influence of social support on nurse managers’ responses to role-conflict. Design/methodology/approach Two focused ethnographic studies involving participant observation and interviews with seven first-line nurse managers were completed. One study included first-line nurse managers from four units in two municipalities (2005), while the second included three first-line nurse managers from a hospital in Norway (2015-2016). Findings Three types of responses were identified: the embracing managerialism career, the emphasising managerialism career and the emphasising professionalism career. Emphasising managerialism was associated with role distance from the role of nurse, whereas emphasising professionalism involved role distance from the managerial role. Originality/value This study provides insights into first-line nurse managers’ responses to role conflict, by identifying the mechanisms involved and an opportunity to develop a theoretical framework for future studies among nurse managers.

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Eldh, Ann Catrine, Lena Olai, Birgitta Jönsson, Laris Wallin, Leif Denti, and Marie Elf. "Supporting first-line managers in implementing oral care guidelines in nursing homes." Nordic Journal of Nursing Research 38, no. 2 (July 6, 2017): 87–95. http://dx.doi.org/10.1177/2057158517713379.

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This study investigated first-line managers’ experience of and responses to a concise leadership intervention to facilitate the implementation of oral care clinical practice guidelines (CPGs) in nursing homes. Leadership is known to be an important element in knowledge implementation but little is known as to what supports managers to facilitate the process. By means of a process evaluation with mixed methods, the context and a three-month leadership program was explored, including activities during and in relation to the program, and the effects in terms of oral care CPG implementation plans. While the managers appreciated the intervention and considered improved oral care to be a priority, their implementation plans mainly focused the dissemination of an oral care checklist. The findings suggest that extended implementation interventions engaging both managers and clinical staff are needed, and that a concise intervention does not facilitate first-line managers to adopt behaviors known to facilitate knowledge implementation.

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Dellve, Lotta, and Mimmi Kheddache Jendeby. "Silence Among First-Line Managers in Eldercare and Their Continuous Improvement Work During Covid-19." INQUIRY: The Journal of Health Care Organization, Provision, and Financing 59 (January 2022): 004695802211070. http://dx.doi.org/10.1177/00469580221107052.

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Eldercare sector faced severe needs, and unexplained difficulties, to manage daily work and the continuous improvement of routines at operative levels during Covid-19. First-line managers in eldercare have a key role to facilitate learnings but may be hindered in public, hierarchical organizations. This is the first study on the conditions and importance of silence for managerial work in terms of daily operations and continuous improvement work. To identify first-line managers’ silence in eldercare, its contextual and supportive conditions, its reasons and its implications for managerial work with regard to daily operations and continuous improvement work. Mixed-method study based on a questionnaire to first-line managers (n = 189) in Swedish public eldercare in 33 randomly selected municipal organizations and one city. The instruments Communication of Critical Issues at Work, Managers Stress Inventory and Managerial Work and an open question were analyzed using: (1) qualitative coding to explore organizational conditions, (2) descriptive statistics, and (3) stepwise regressions to identify associations. The most common forms of silence were quiescent (based on fear of the consequences of speaking up) and acquiescent (based on resignation and demotivation). Organizational conditions shaping managerial silence were due to strict governance and control in a hierarchical organization, lack of support and participation in decision-making and the experience of not being valued. Managers’ silence had a negative impact on managerial work and especially work on continuous improvements. The pandemic also offered space for values of occupational professionalism and learning at operational levels. Organizational conditions of support through superiors and management teams decreased silence. Manager silence is detrimental for continuous improvement work and may arise in organizations with dominant values of organizational professionalism. Supportive conditions based on trust and space for occupational professionalism may be important and should be improved to decrease managerial silence and better support continuous improvements.

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Duffield, Christine, Judith Donoghue, Dianne Pelletier, and Anne Adams. "First-line nurse managers in NSW: perceived role competencies (Part I)." Contemporary Nurse 2, no. 2 (August 1993): 56–63. http://dx.doi.org/10.5172/conu.2.2.56.

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Duffield, Christine, Judith Donoghue, Dianne Pelletier, and Anne Adams. "First-line nurse managers in NSW: Perceived role competencies (Part II)." Contemporary Nurse 2, no. 3 (December 1993): 110–17. http://dx.doi.org/10.5172/conu.2.3.110.

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Skaar, Silje Rydland. "Someone to Lean On: First-Line Managers’ Change Agency Across Distance." Beta 34, no. 01 (June 8, 2020): 43–67. http://dx.doi.org/10.18261/issn.1504-3134-2020-01-03.

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Peng, Xiao, Yilan Liu, and Qingsong Zeng. "Caring behaviour perceptions from nurses of their first-line nurse managers." Scandinavian Journal of Caring Sciences 29, no. 4 (February 4, 2015): 708–15. http://dx.doi.org/10.1111/scs.12201.

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Duffield, Christine. "The competencies expected of first-line nursing managers ? an Australian context." Journal of Advanced Nursing 14, no. 12 (December 1989): 997–1001. http://dx.doi.org/10.1111/j.1365-2648.1989.tb01509.x.

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Johnson, Marilou, Mary Ann Anderson, Lelia B. Helms, Pamela D. Hill, and Kathleen S. Hanson. "First-line nurse managers in rural hospitals: Perceptions of career success." Nursing Administration Quarterly 19, no. 4 (1995): 1–10. http://dx.doi.org/10.1097/00006216-199501940-00003.

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Kimaso, Silas J. "Training Needs Analysis for First-Line Supervisors Employed by the University of Papua New Guinea." South Pacific Journal of Psychology 6 (1993): 1–11. http://dx.doi.org/10.1017/s0257543400001413.

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The purpose of this study was to determine the training needs of first-line supervisors employed at the University of Papua New Guinea. Thirty managers and 30 first-line supervisors responded to a questionnaire designed to assess the importance of, and training offered in, various skills relevant to first-line supervision. “Need” was defined as the absence of sufficient training in a skill judged to be of importance. The results show that there are significant differences between the perceptions of the first-line supervisors and managers with respect to training needs of first-line supervisors. Managers rated “people skills” as important for first-line supervisors, while first-line supervisors rated more administrative type skills as most important for them.

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Gunawan, Joko, Yupin Aungsuroch, Mary L. Fisher, and Anna M. McDaniel. "Gender and managerial competence: a comparison of male and female first-line nurse managers in Indonesia." Frontiers of Nursing 8, no. 1 (March 1, 2021): 49–58. http://dx.doi.org/10.2478/fon-2021-0006.

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Abstract Objective First-line nurse managers are more likely to work according to gender beliefs and stereotypes, which may affect their managerial competence. This study is aimed at comparing managerial competence of male and female first-line nurse managers in public hospitals in Indonesia. Methods This study employed a descriptive comparative approach with a cross-sectional survey with a total of 256 participants selected from 18 public hospitals. To measure managerial competence, the managerial competence scale for Indonesian first-line nurse managers was used. Data were analyzed using descriptive analyses using mean, standard deviation, and Independent t-test. Results Managerial competence of male and female first-line nurse managers was not significantly different (P = 0.555). Female nurse managers descriptively reported/received higher ranking in facilitating spiritual nursing care, managing self, staffing and professional development, utilizing informatics, and applying quality care improvement. Male nurse managers reported higher in leadership and financial management. Conclusions Female and male first-line nurse managers should be treated equally for leadership and managerial development.

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Gunawan, Joko, Yupin Aungsuroch, Mary L. Fisher, and Anna M. McDaniel. "Comparison of managerial competence of Indonesian first-line nurse managers: a two-generational analysis." Journal of Research in Nursing 25, no. 1 (December 25, 2019): 5–19. http://dx.doi.org/10.1177/1744987119880237.

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Background Much research provides evidence that four age groups or generations of nurse managers exist, and it is assumed that they work and act differently according to each generation’s characteristics and attitudes, which may influence their managerial competence. Aims To compare first-line nurse managers’ managerial competence according to generational analysis across public hospitals in Indonesia. Methods This study employed a cross-sectional survey in 18 public hospitals in Indonesia with 254 first-line nurse managers selected using simple random sampling. The Indonesian First-Line Nurse Managers Managerial Competence Scale (IFLNMMCS) was used to measure managerial competence. Data were analysed using descriptive analyses using means, standard deviations and independent t-test. Results There was no significant difference in the total score of managerial competence of Generation X and Millennial first-line nurse managers ( p = 0.077). Of five dimensions of managerial competence, only applying quality care improvement ( p = 0.028) and financial management ( p = 0.013) were significantly different, while leadership ( p = 0.142), facilitating spiritual nursing care ( p = 0.353), self-management ( p = 0.130), staffing and professional development ( p = 0.068) and utilizing informatics ( p = 0.304) were not significantly different. Conclusion This study serves as a foundation for better human resource management, education and professional development for first-line nurse managers among public hospitals in Indonesia.

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Andersone, Nelda, Giulia Nardelli, Christine Ipsen, and Kasper Edwards. "Exploring Managerial Job Demands and Resources in Transition to Distance Management: A Qualitative Danish Case Study." International Journal of Environmental Research and Public Health 20, no. 1 (December 21, 2022): 69. http://dx.doi.org/10.3390/ijerph20010069.

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Organizations worldwide have shifted to working from home, requiring managers to engage in distance management using information and communication technologies (ICT). Studies show that managers experience high job demands and inadequate guidance during COVID-19; therefore, the transition to distance management raises questions about the increase in managerial job demands and the impact on managers’ well-being. This study aims to explore first-line managers’ perceptions of job demands and available resources during the first year of the pandemic and understand the implications for first-line managers’ well-being. First-line managers face complex and conflicting demands, making them more challenged in their management task than other management levels. We used the job demands–resources model in this qualitative, longitudinal empirical study. The study draws on 49 semi-structured interviews with seven first-line managers from a large pharmaceutical company in Denmark, whom we followed throughout the first year of the COVID-19 pandemic, from May 2020 to May 2021. Our findings suggest that the first-line managers perceived increased emotional and practical demands. While the managers appreciated the initial guidance provided by the organization, they perceived the organizational support as outdated and superficial. As a result, to cope with the uncertainty caused by the pandemic and the shift to distance management, the managers relied on work engagement enablers such as social support. Even though the COVID-19 pandemic portrays unique circumstances in transitioning to distance management that require further exploration outside the COVID-19 context, the insights from this study can assist organizations in developing awareness about transitions to better support first-line management to embrace changes in the future.

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Håkanson, Cecilia, Berit Seiger Cronfalk, Eva Henriksen, Astrid Norberg, Britt-Marie Ternestedt, and Jonas Sandberg. "First-Line Nursing Home Managers in Sweden and their Views on Leadership and Palliative Care." Open Nursing Journal 8, no. 1 (December 31, 2014): 71–78. http://dx.doi.org/10.2174/1874434601408010071.

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The aim of this study was to investigate first-line nursing home managers’ views on their leadership and related to that, palliative care. Previous research reveals insufficient palliation, and a number of barriers towards implementation of palliative care in nursing homes. Among those barriers are issues related to leadership quality. First-line managers play a pivotal role, as they influence working conditions and quality of care. Nine first-line managers, from different nursing homes in Sweden participated in the study. Semi-structured interviews were conducted and analysed using qualitative descriptive content analysis. In the results, two categories were identified: embracing the role of leader and being a victim of circumstances, illuminating how the first-line managers handle expectations and challenges linked to the leadership role and responsibility for palliative care. The results reveal views corresponding to committed leaders, acting upon demands and expectations, but also to leaders appearing to have resigned from the leadership role, and who express powerlessness with little possibility to influence care. The first line managers reported their own limited knowledge about palliative care to limit their possibilities of taking full leadership responsibility for implementing palliative care principles in their nursing homes. The study stresses that for the provision of high quality palliative care in nursing homes, first-line managers need to be knowledgeable about palliative care, and they need supportive organizations with clear expectations and goals about palliative care. Future action and learning oriented research projects for the implementation of palliative care principles, in which first line managers actively participate, are suggested.

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Nilsson, Petra, and Kerstin Blomqvist. "Survey process quality: a question of healthcare manager approach." International Journal of Health Care Quality Assurance 30, no. 7 (August 14, 2017): 591–602. http://dx.doi.org/10.1108/ijhcqa-05-2016-0077.

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Purpose The purpose of this paper is to explore how healthcare first-line managers think about and act regarding workplace survey processes. Design/methodology/approach This interview study was performed at a hospital in south Sweden. First-line healthcare managers (n=24) volunteered. The analysis was inspired by phenomenography, which aims to describe the ways in which different people experience a phenomenon. The phenomenon was a workplace health promotion (WHP) survey processes. Findings Four main WHP survey process approaches were identified among the managers: as a possibility, as a competition, as a work task among others and as an imposition. For each, three common subcategories emerged; how managers: stated challenges and support from hospital management; described their own work group and collaboration with other managers; and expressed themselves and their situation in their roles as first-line managers. Practical implications Insights into how hospital management can understand their first-line managers’ motivation for survey processes and practical suggestions and how managers can work proactively at organizational, group and individual level are presented. Originality/value Usually these studies focus on those who should respond to a survey; not those who should run the survey process. Focusing on managers and not co-workers can lead to more committed and empowered managers and thereby success in survey processes.

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Aungsuroch, Yupin, Joko Gunawan, Nazliansyah, and Ade Sukarna. "The lived experiences of becoming first-line nurse managers: A phenomenological study." Iranian Journal of Nursing and Midwifery Research 23, no. 1 (2018): 66. http://dx.doi.org/10.4103/ijnmr.ijnmr_1_17.

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Gunawan, Joko, Yupin Aungsuroch, Mary L. Fisher, Anna M. McDaniel, and Colleen Marzilli. "Managerial Competence of First-Line Nurse Managers in Public Hospitals in Indonesia." Journal of Multidisciplinary Healthcare Volume 13 (September 2020): 1017–25. http://dx.doi.org/10.2147/jmdh.s269150.

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Ellström, Eva, and Per-Erik Ellström. "Two modes of learning-oriented leadership: a study of first-line managers." Journal of Workplace Learning 30, no. 7 (September 10, 2018): 545–61. http://dx.doi.org/10.1108/jwl-03-2018-0056.

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Purpose The purpose of this study was to explore what learning-oriented leadership could mean in practice and to identify possible sources of variability in this leadership between first-line managers (FLMs). The empirical basis of the study comprised FLMs in nursing homes for elderly care. Design/methodology/approach The study was carried out using a sequential mixed-method design based on interviews, observations and documentary analysis. Findings The study contributes an in-depth analysis of two modes of learning-oriented leadership: development-oriented and production-oriented. The two orientations represent an open and enabling pattern versus a constraining and controlling pattern of leading and organizing employee learning and development. The observed differences in learning-oriented leadership between the FLMs were interpreted in terms of the demands–constraints–choices model proposed by Stewart (1982; 1989). Research limitations/implications Future research should include data from employees to analyze how the mode of learning-oriented leadership shapes the conditions and opportunities for learning at work. Practical implications Employee learning and development issues should be clearly linked to business strategies, and it is imperative that senior managers actively support and follow up on FLMs’ work with these issues. Furthermore, there is a strong need for training and development of FLMs – formal and informal – to improve their knowledge of and skills in leading and organizing workplace learning. Originality/value The study adds to previous research by elaborating what learning-oriented leadership could mean in practice and how it can be theoretically understood.

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Carroll, Theresa L., and Betsy A. Adams. "The Work and Selection of First-Line Nurse Managers 1982 to 1992." JONA: The Journal of Nursing Administration 24, no. 5 (May 1994): 16–21. http://dx.doi.org/10.1097/00005110-199405000-00005.

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Akgerman, Ayşe, and Betül Sönmez. "The relationship between trust in first‐line nurse managers and organizational commitment." International Nursing Review 67, no. 2 (February 11, 2020): 183–90. http://dx.doi.org/10.1111/inr.12576.

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Molin, Fredrik, Therese Hellman, and Magnus Svartengren. "First-Line Managers’ Experiences of Working with a Structured Support Model for Systematic Work Environment Management." International Journal of Environmental Research and Public Health 17, no. 11 (May 30, 2020): 3884. http://dx.doi.org/10.3390/ijerph17113884.

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Background: This paper describes the experiences of first-line managers when working with a structured support model for systematic work environment management in their work groups. First-line managers play a key part in influencing the work environment. Methods: In this study, a sample of managers implementing a structured support model, the Stamina model, in Swedish municipalities were interviewed. A total of 31 (n = 31) interviews were conducted at two time points during a one-year period. The collected data were analysed using a qualitative thematic approach. Results: The results showed that managers experienced discomfort when giving the responsibility of working with work environmental issues to employees. However, managers also experienced and were impressed by how well it worked in allowing employees to take on work environmental issues. Managers found that they balanced between being quiescent and, at the same time, actively monitoring progress in the work groups. Conclusions: The results from this study implicate that managers need to be sensitive to the needs and capacity of their work groups. The oracle in Delphi stated know yourself. We conclude: Know your group!

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Journal articles on the topic 'First-line managers'

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