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Nurse executives in the 1990s: empowered or oppressed?
1Northeastern University, College of Nursing, Boston, Massachusetts, USA.
Nursing Administration Quarterly
|December 16, 1997
Summary
Nursing executives face workplace changes and staff reductions. This article examines oppressed group behavior to foster dialogue, enhance empowerment, and break cycles of oppression in healthcare.
Area of Science:
- Healthcare Management
- Organizational Behavior
- Nursing Leadership
Background:
- Nursing executives are key change agents in healthcare.
- They navigate workplace reengineering, new procedures, and staff downsizing.
- The current healthcare system presents unique challenges for leadership.
Purpose of the Study:
- To explore oppressed group behavior within nursing leadership.
- To discuss the relevance of this behavior in the context of healthcare change.
- To promote dialogue aimed at enhancing empowerment and breaking oppressive cycles.
Main Methods:
- Conceptual exploration of oppressed group theory.
- Analysis of implications for nursing executives.
- Literature review on healthcare change and leadership.
Main Results:
- Nursing executives may exhibit or encounter behaviors characteristic of oppressed groups.
- Understanding these dynamics is crucial for effective leadership during change.
- Identifying and addressing these behaviors can lead to improved workplace environments.
Conclusions:
- Recognizing oppressed group behavior is vital for nursing executives.
- Empowerment strategies are needed to counteract negative cycles.
- Further dialogue and research can support transformative leadership in nursing.