Journal article
Nurse managers: Being deviant to make a difference
Journal of Management and Organization, Vol.26(3), pp.324-339
2020
Abstract
Within healthcare, studies support that nurse manager leadership behaviours positively influence nursing outcomes. However, how this behaviour promotes positive outcomes is less well understood. Integrating a ‘positive deviance framework’ and a ‘model for reflection’, this paper uniquely uncovers positive nurse manager behaviours that deviate from ‘business as usual’ in managing and leading healthcare staff. Applying an interpretivist lens to qualitative data collected from 24 nurse managers from Australia and Seychelles, the outcomes illustrate examples of positive leadership, exemplary performance, and uncommon behaviours and actions amongst nurse managers resulting in positive nursing experiences and positive organisational outcomes. Nurse managers practising positive leadership and taking on an employee champion role, underscore these behaviours. This study contributes to the research of positive outcomes, processes, and attributes of healthcare organisations and their members.
Details
- Title
- Nurse managers: Being deviant to make a difference
- Authors/Creators
- S. Crewe (Author/Creator)A. Girardi (Author/Creator)
- Publication Details
- Journal of Management and Organization, Vol.26(3), pp.324-339
- Publisher
- Cambridge University Press Australian and New Zealand Academy of Management
- Identifiers
- 991005545004507891
- Copyright
- © Cambridge University Press and Australian and New Zealand Academy of Management 2019
- Murdoch Affiliation
- Do not use- Former Murdoch Business School
- Language
- English
- Resource Type
- Journal article
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- Citation topics
- 1 Clinical & Life Sciences
- 1.14 Nursing
- 1.14.265 Nursing Education
- Web Of Science research areas
- Management
- ESI research areas
- Economics & Business