Journal of Nursing Management / Volume 17, Issue 1 / p.

15-25

Nursing leadership and management effects work environments

ANN MARRINER TOMEY PhD, RN, FAAN

First published: 23 December 2008

https://doi.org/10.1111/j.1365-2834.2008.00963.x
Citations: 73

 Ann Marriner Tomey

Indiana State University
College of Nursing, Health and Human Services
13001 Turtle Cove Trail
North Fort Myers
Florida 33903
USA
E-mail: atomey@indstate.edu

Abstract
Aim The aim of this literature search was to identify recent research related to nursing
leadership and management effects on work environment using the 14 forces of
magnetism.

Background This article gives some historical perspective from the original 1983
American Academy of Nursing study through to the 2002 McClure and Hinshaw update
to 2009 publications.

Evaluation Research publications were given a priority for references.

Key issues The 14 forces of magnetism as identified by Unden and Monarch were: ‘1.
Quality of leadership…, 2. Organizational structure…, 3. Management style…, 4.
Personnel policies and programs…, 5. Professional models of care…, 6. Quality of care…,
7 Quality improvement…, 8. Consultation and resources…, 9. Autonomy…, 10.
Community and the hospital…, 11. Nurse as teacher…, 12. Image of nursing…, 13.
Interdisciplinary relationships… and 14. Professional development….’.

Conclusions Correlations have been found among positive workplace management

initiatives, style of transformational leadership and participative management; patient-to-
nurse ratios; education levels of nurses; quality of patient care, patient satisfaction,
employee health and well-being programmes; nurse satisfaction and retention of nurses;
healthy workplace environments and healthy patients and personnel.
Implications for nursing management This article identifies some of the research that
provides evidence for evidence-based nursing management and leadership practice.

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