Nurse Manager Role

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Within the last 20 years in Canada there has been a record rate of change that has occurred in health care, this change has led to a dramatic decline in the number of leadership positions in nursing (Registered Nurses’ Association of Ontario, 2006). In Canada between 1994 and 2002, there was a loss of 6,733 managerial positions (a 29% reduction), because of this the population of nurses who remain in leadership positions have had role expansions which leaves little time to mentor and support new leaders (RNAO, 2006). This change in health care has directly affected the nurse manager role, which now has increased responsibilities such as budgeting, staffing, managing several units and managing patient placements (Sherman & Pross, 2010). The increased responsibility on nurse managers does not permit efficient time to provide effective leadership and therefore this duty often falls on other nurses such as charge nurse or clinical resource nurse (Sherman & Pross, 2010). With the nurse manager role transitioning from a traditionally “leadership’ role to a more “managerial” role it is important for the nursing community to come up with solutions such as empowerment theory, emotional intelligence and developing future nurse leaders that will allow nurses to still receive the leadership and mentoring qualities they deserve (Kramer & Schmalenberg, 2004). According to Kramer et al. (2007) having a supportive nurse manager who possesses leadership qualities is an essential component of a healthy, productive work environment. Leadership is incredibly important (especially currently) in health care as nurses are often working short, have a high rate of “burning out” and are taking care of patients who are highly acute due to all the advances that have been made in recent medicine (Prudy, Laschinger, Finegan, Kerr & Olivera, 2010). In a study done by Kramer and

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