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Nurse managers: Being deviant to make a difference

Crewe, S. and Girardi, A. (2019) Nurse managers: Being deviant to make a difference. Journal of Management & Organization, 26 (3). pp. 324-339.

Link to Published Version: https://doi.org/10.1017/jmo.2019.72
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Abstract

Within healthcare, studies support that nurse manager leadership behaviours positively influence nursing outcomes. However, how this behaviour promotes positive outcomes is less well understood. Integrating a ‘positive deviance framework’ and a ‘model for reflection’, this paper uniquely uncovers positive nurse manager behaviours that deviate from ‘business as usual’ in managing and leading healthcare staff. Applying an interpretivist lens to qualitative data collected from 24 nurse managers from Australia and Seychelles, the outcomes illustrate examples of positive leadership, exemplary performance, and uncommon behaviours and actions amongst nurse managers resulting in positive nursing experiences and positive organisational outcomes. Nurse managers practising positive leadership and taking on an employee champion role, underscore these behaviours. This study contributes to the research of positive outcomes, processes, and attributes of healthcare organisations and their members.

Item Type: Journal Article
Murdoch Affiliation: Murdoch Business School
Publisher: eContent Management Pty Ltd
Copyright: © 2019 Cambridge University Press and Australian and New Zealand Academy of Management
URI: http://researchrepository.murdoch.edu.au/id/eprint/53050
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