Joy Parchment1, Diane Andrews. 1. Author Affiliations: Director (Dr Parchment), Nursing Strategy Implementation and Magnet® Program, Orlando Health, Florida; Associate Professor (Dr Andrews), University of Central Florida, College of Nursing, Orlando.
Abstract
OBJECTIVE: The purpose of the study was to explore relationships between authentic leadership style, global social power, job demand, job control, and workplace bullying of nurse managers in acute care settings across the United States. BACKGROUND: Consequences of workplace bullying are linked to intent to leave, turnover, and harmful emotional and physical effects. METHODS: An explorative, descriptive, cross-sectional design using an online survey was utilized. RESULTS: Thirty-five percent of nurse managers reported being a target of workplace bullying with severity levels ranging from occasional to severe. Executive nurse leaders were identified as the primary perpetrator with the downward direction recognized as most prominent. CONCLUSIONS: Nurse managers are recipients of workplace bullying emanating from executive nurse leaders, clinical nurses, and their nurse manager peers.
OBJECTIVE: The purpose of the study was to explore relationships between authentic leadership style, global social power, job demand, job control, and workplace bullying of nurse managers in acute care settings across the United States. BACKGROUND: Consequences of workplace bullying are linked to intent to leave, turnover, and harmful emotional and physical effects. METHODS: An explorative, descriptive, cross-sectional design using an online survey was utilized. RESULTS: Thirty-five percent of nurse managers reported being a target of workplace bullying with severity levels ranging from occasional to severe. Executive nurse leaders were identified as the primary perpetrator with the downward direction recognized as most prominent. CONCLUSIONS: Nurse managers are recipients of workplace bullying emanating from executive nurse leaders, clinical nurses, and their nurse manager peers.