Leadership practices of nurse unit managers at a selected private hospital group in eThekwini District, KwaZulu-Natal

Abstract

Leadership has become an important aspect of management practice in the changing health care environment. As health care organisations restructure to meet the demands for accessible, efficient, safe and affordable health care, nurses in management roles are under constant pressure to develop new skills and strategies to meet the challenges that accompany system change. Research has shown links between leadership styles in nursing and nurses’ job satisfaction, job retention, quality of care, and hospital costs. Nurse Unit Managers (NUMs) as first-line leaders have a responsibility to induce changes in the clinical or work environment, calling for their active participation in the development of healthcare policies and strategies. Aim of the study The aim of the study was to explore the leadership practices of NUMs that allow them to achieve success in their leadership roles. Methodology A qualitative design guided the study and data was gathered through one-on-one, in-depth interviews from NUMs based at a private hospital group in the eThekwini District in KwaZulu-Natal. Findings Exploring this topic provided an understanding of the current gaps in leadership in the nursing sector; in particular, to the private healthcare industry. The understanding of the challenges makes it possible for the suggestion of strategies to assist and meet the needs of future NUMs with regard to leadership roles. Conclusion Research findings showed links between leadership styles in nursing and nurses’ job satisfaction, job retention, quality of care, and hospital costs. Whilst, NUMs as first-line leaders have a responsibility to induce changes in the clinical or work environment, their roles and functions have been somewhat stifled as they have had to function with limited resources and constraints. This has led to decreased levels of job satisfaction, further limiting growth or enhanced professional roles.