To date, research on charge nurse skills, job satisfaction and development has been limited. Furthermore, there are no validated instruments to measure these constructs in relation to head nurses. Charge nurses do not usually fill a defined charge nurse role as outlined by a job description, but rather rotate if assigned to their shift (Krugman & Smith, 2003). Additionally, many charge nurses enter their role by default (because they are the most experienced or tenured on their shift) and without formal training (Sherman, 2005). Research conducted by Sherman (2004) indicates that it is becoming increasingly difficult to convince nurses to step up to take on leadership responsibilities even at the charge nurse level. Furthermore, the lack of well-trained nurse managers can lead to increased nurse dissatisfaction, increased nurse turnover, litigation (Mahlmeister, 1999), decreased patient satisfaction, and a potential increase in errors. Nurse leaders who are now examining leadership effectiveness at all levels have found that nurse managers not only need clinical expertise but also effective leadership skills (Connelly, Yoder, & Miner-Williams, 2003; Turner, 2005 ). There are few outlined competencies identified for research nurses due to the lack of research on the topic. Connelly, Yoder, and Miner-Williams (2003) conducted a qualitative study on the competencies of head nurses. They identified 54 specific skills. The skills have been grouped into four categories. These include: (a) critical thinking skills that address effective decision making and clinical and operational problem solving; (b) organizational skills, which refer to the responsible category... at the center of the document... of relationship management, the answers included correctness, good listening, reliability and positive attitude. In the emotional intelligence category, self-regulation and social skills emerged. The results of this study were used to develop the Charge Nurse Leadership Competency Scale. Allison (2007) explored leadership and leadership development in the role of the charge nurse. Three main themes emerged: resources, relationships, and capacity building. Resources included items such as a) nursing shortage, b) workload, c) time, d) job description, and e) resource manual. In the context of relationships, trust, collaboration and support from colleagues and management emerged. Under the theme of capacity building, workshops, formal training and mentorship emerged. The Charge Nurse Satisfaction Scale was developed based on the findings of this study.
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