Impact of Managers ’ Coaching Conversations on Staff Knowledge Use and Performance in Long‐Term Care Settings

ABSTRACT BackgroundExtended lifespans and complex resident care needs have amplified resource demands on nursing homes. Nurse managers play an important role in staff job satisfaction, research use, and resident outcomes. Coaching skills, developed through leadership skill‐building, have been shown to be of value in nursing. AimsTo test a theoretical model of nursing home staff perceptions of their work context, their managers’ use of coaching conversations, and their use of instrumental, conceptual and persuasive research. MethodsUsing a two‐group crossover design, 33 managers employed in seven Canadian nursing homes were invited to attend a 2‐day coaching development workshop. Survey data were collected from managers and staff at three time points; we analyzed staff data (n = 333), collected after managers had completed the workshop. We used structural equation modeling to test our theoretical model of contextual characteristics as causal variables, managers’ characteristics, and coaching behaviors as mediating variables and staff use of research, job satisfaction, and burnout as outcome variables. ResultsThe theoretical model fit the data well (χ2 = 58, df = 43, p = .06) indicating no significant differences between data and model‐implied matrices. Resonant leadership (a relational approach to influencing change) had the strongest significant relationship with manager support, which in turn influenced frequency of coaching conversations. Coaching conversations...
Source: Worldviews on Evidence-Based Nursing - Category: Nursing Authors: Tags: Original Article Source Type: research