How do first‐line managers in elderly care experience their work situation from a structural and psychological empowerment perspective? An interview study. (9th June 2019)

• Record Type: Journal Article
• Authors: Hagerman, Heidi; Engström, Maria; Wadensten, Barbro; Skytt, Bernice
• Is Part Of: Journal of nursing management. Volume 27:Number 6(2019)
• Page Start: 1208
• Page End: 1215
• Publication Date: 2019-06-09
• Subjects: elderly care -- empowerment -- first‐line manager -- structures of proportions -- work situation; Nursing services -- Administration -- Periodicals; Nursing services -- Business management -- Periodicals; 610.73068
• DOI: 10.1111/jonm.12793
• Languages: English
• ISSNs: 0966-0429

Abstract

Abstract: Background: The work situation for first‐line managers in elderly care is complex and challenging. Little is known about these managers' work situation from a structural and psychological empowerment perspective. Aim: To describe first‐line managers' experiences of their work situation in elderly care from a structural and psychological empowerment perspective. Method: Interviews from 14 female first‐line managers were analysed using qualitative content analysis. Results: The theme described the managers' work situation as "It's not easy, but it's worth it." In the four subthemes, the managers described their work in terms of "Enjoying a meaningful job, " "A complex and demanding responsibility that allows great authority within set boundaries, " "Supported by other persons, organisational preconditions and confidence in their own abilities" and "Lacking organisational preconditions, but developing strategies for dealing with the situations." Conclusion: The managers described having various amounts of access to structural empowerment and experienced a feeling of meaning, competence, self‐determination and impact, that is, psychological empowerment in their work. Implications for nursing management: It is vital that first‐line managers have access to organisational support. Therefore, upper management and first‐line managers need to engage in continuous dialogue to customize the support given to each first‐line manager.