Emotional intelligence correlates with transformational leadership in nurse managers
Editor's Note In this study, emotional leadership in nurse managers was significantly, positively correlated with transformational leadership and outcome measures of extra-effort, effectiveness, and satisfaction. In addition, emotional leadership was significantly, negatively correlated with laissez-faire leadership. A positive relationship also was found between transformational leadership and nurse managers with advanced…
Effect of leadership practices on nurse retention, quality care
Editor's Note This Canadian study finds that transformational leadership practices lead to high quality care and increased retention of new nurses. Conversely, abusive managers lead to poorer quality care and a strong intention for nurses to leave healthcare facilities and quit the nursing profession. The authors surveyed a sample of…
Business managers: A small population with a big impact on quality and efficiency
The role of business manager continues to grow in teaching, but not community, hospitals, according to the 2015 OR Manager Salary/Career Survey. Fewer than a third (29%) of OR leaders report that their hospital has a business manager, and 70% of those managers work in teaching hospitals. Other highlights from…
Ebola surgical protocols enhance safety of patients and personnel
In the months since Ebola patients were first treated in US hospitals, much progress has been made in establishing protocols to protect patients and healthcare workers from harm. Though the number of Ebola patients in the US remains small compared with the thousands in African countries, the disease continues to…
Gains are worth the pain in forming comanagement agreements
The changing healthcare environment is forcing physicians and hospitals to find new ways of working together to achieve top performance. As payers move to value-based purchasing and providers raise the bar on quality, efficiency, and cost savings, a sustainable model that drives results is essential. One effective physician–hospital model built…
Strategic succession planning essential to OR economic success
Perioperative nurse leaders anticipate a tsunami of retirements will soon sweep away the wisdom that makes the OR the profitable cost center it is. A 2013 survey found that more than a third (37.8%) of OR nurse leaders plan to retire by 2018 and nearly two-thirds (64.8%) plan to exit…
Be constructive, not combative, with union staff
Union membership has declined steeply in recent decades. Increasingly, organized labor is targeting the healthcare industry as a growth opportunity. This is creating a leadership challenge for OR directors and managers. In 2012, approximately 21% of hospitals in the US had a union nursing staff. That percentage could soon increase…
Best sterile processing managers anticipate, collaborate, stay up to date
With more than 36 years of experience in sterile processing, I have seen many changes occur, and I know what it takes to be an effective sterile processing (SP) manager. The goal of an effective SP manager is to determine where the department is now, where you want it to…
Business manager role evolving with challenging times
The percentage of healthcare facilities with a business manager has remained roughly the same over the past several years, and most tend to work in teaching hospitals, according to the 24th annual OR Manager Salary/Career Survey. However, business managers’ education and experience seem to vary widely, as do their areas…
Co-management agreements thrive in a culture of responsibility
Most hospitals are experimenting with ways to collaborate better with physicians. An alignment model that is particularly relevant for hospital ORs is the surgical services co-management agreement (CMA). Under a CMA, surgeons receive compensation for helping to manage a service line. Several leading ORs have used CMAs to engage surgeons…
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