RPA&RSOG conference 13 th September 2019 1 Outline Introduction - - PowerPoint PPT Presentation

Influence of nurse and midwife's managerial leadership styles on job satisfaction, intention to stay and services provision in hospitals of Rwanda

RPA&RSOG conference 13th September 2019

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NGABONZIMA Anaclet ASINGIZWE Domina KYRIAKOS Kouveliotis

Outline

• Introduction
• Study Objectives
• Methods
• Results
• Conclusion
• Recommendations

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Introduction

• Nurses and midwives are a critical part of healthcare

and make up the largest section of the health professions

• They are the frontline HCPs being the first to meet

people in critical conditions.

• NM have to be properly managed to provide the best

quality of care for + outcomes

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Problem statement

• N/M managerial LS is still unclear in Rwanda
• In the same line, the influencece on managerial

LS on JS and JR for NM subordinates and their influence on provision of health of services needs to be explored.

• Because this may affect the staff turnover as it

is one of the challenge being faced by the country health system.

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Study objectives

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1

Describe the managerial leadership styles adopted by nurse/midwife managers

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Determine the relationship between nurse/ midwife managerial LS on job satisfaction and intention to stay

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Examine the relationship between nurse/ midwife managerial LS on services provision

Methodology

• Study design: Quantitative cross-sectional
• Population: Full-time 292 NMs practicing in 5

hospitals (Byumba, Kinihira, Ruli, Nemba and Rutongo) of with a minimum of six months working experience with their current direct managers (Henri F Principles)

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Variables

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Directive LS Supportive LS Participative LS Achievement

• riented LS

Perception on service provision Intention to stay Job satisfaction

Measurements

Each leadership style was measured using five items with scores ranging from 5 to 25 (PGL).  Scores below 12 indicated non-use of a particular leadership style and scores above 20 a typical (high) use of a particular LS.

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Data analysis

A job satisfaction scale comprising seven (7) items with Likert‘s scale response was used to measure the level of job satisfaction of nursing and midwifery staff. Higher scores indicated higher level of job satisfaction of the nurses or midwives.

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Data analysis

Staff intention to stay at their current workplaces (hospitals) was measured using a five (5) point scale, where higher score reflect higher intention to stay. Services provisions were measured using four items with Likert scale response and higher scores reflect higher level of services provision.

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RESULTS

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Nurse and midwife's managerial leadership styles

Job satisfaction, intention to stay and service provision

Regression analysis

Steps Variables Job satisfaction Model 1 Model 2 Beta P value Beta P value 1 Age of participant

• 0.059

0.670 0.009 0.935 Gender 0.014 0.885 0.048 0.529 qualification of the participants 0.046 0.640 -0.108 0.188 years of experience 0.201 0.110 0.024 0.810 Years of experience in the unit

• 0.072

0.470 0.071 0.387 Years of experience with manager 0.074 0.450 -0.039 0.624 level of workload 0.040 0.676 -0.117 0.144 civil status

• 0.061

0.576 -0.011 0.900 2 Directive style 0.400 0.001 Supportive style 0.178 0.180 Participative style 0.020 0.883 Achievement oriented style 0.201 0.014 R2 0.033 0.838 0.413 0.000

Regression analysis con’t

Steps Variables Intention to stay Model 1 Model 2 Beta P value Beta P value 1 Age of participant

• 0.178

0.187

• 0.129 0.325

Gender 0.055 0.553 0.058 0.524 qualification of the participants

• 0.078

0.422

• 0.104 0.283

years of experience 0.199 0.104 0.146 0.228 Years of experience in the unit 0.107 0.270 0.143 0.139 Years of experience with manager -0.109 0.254

• 0.147 0.117

level of workload 0.152 0.100 0.155 0.102 civil status 0.022 0.838 0.032 0.756 2 Directive style 0.390 0.005 Supportive style 0.142 0.362 Participative style

• 0.384 0.019

Achievement oriented style 0.081 0.395 R2 0.083 0.208 0.183 0.008

Regression analysis con’t

Steps Variables Services provision Model 1 Model 2 Beta P value Beta P value 1 Age of participant 0.005 0.973 0.074 0.539 Gender 0.069 0.459 0.088 0.294 qualification of the participants 0.233 0.018 0.126 0.162 years of experience

• 0.078

0.527 -0.213 0.057 Years of experience in the unit

• 0.090

0.359 0.034 0.705 Years of experience with manager 0.006 0.952 -0.074 0.388 level of workload 0.053 0.570 -0.022 0.805 civil status 0.105 0.327 0.142 0.138 2 Directive style 0.546 0.000 Supportive style

• 0.149

0.300 Participative style

• 0.004

0.980 Achievement oriented style 0.136 0.124 R2 0.074 0.289 0.303 0.000

CONCLUSION

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Conclusions

 This study found no single ‗all-purpose ‘LS suitable for all circumstances.  Though moderate scores were recorded for all the 4 LS of PGL tool, NMs Managers use the DLS (Mean=18.8 SD = 3.6) more than any other LS.  This was followed by SLS (Mean = 17.3, SD = 4) and PLS (Mean = 17, SD=4.1). The least used leadership style was AOLS (Mean = 15.8, SD = 2.9)

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Conclusions con’t

 NM managers used varied LS depending on the circumstance of NMs they are leading and the goals which is in line with the tenets of the contingency leadership theories such PGL theory.  NMs exhibited moderate levels of job satisfaction ranging from 1 to 5 with an average of 3.5 (SD = 0.7)  As for JS, NMs had moderate intentions to continue working in their hospitals (Mean =3.3, SD= 0.7).

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Conclusions con’t

 This level of satisfaction overlaps with the one with their N/M leadership styles (Mean= 3.5, SD=1) and the level of satisfaction with relationship with their N/M managers  However, NMs exhibited a bit higher levels of satisfaction towards services they are providing (Mean=3.8 SD= 0.6) and they exhibited higher levels

• f commitment to provide better quality services

(Mean =4, SD= 0.7).

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RECOMMENDATIONS

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Recommendations

Central level: Develop a structured CPD in- service training programme on leadership and management for current and prospective NM and other health professional managers.  Hospitals: Ensure N&M managers benefit from the training on leadership and management before or after taking up managerial positions. CNM/Associations: Ensure NM curriculum at all levels include substantial management and leadership courses

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Recommendations Con’t

• Researchers :
• Consider examining other factors affecting staff

JS , retention and services provision and in Rwandan context

• Replicate the study in other many health

facilities including health centers to provide holistic view of the subject.

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Thank you!!!!!!!! Thank you?