Modelo de competencias para la gestora enfermera

  1. Pilar Marqués-Sánchez
  2. Arrate Pinto Carral
  3. Jesús Sanz Villorejo
  4. Silvia Pérez González
  5. González García, Alberto
Zeitschrift:
Metas de enfermería

ISSN: 1138-7262

Datum der Publikation: 2019

Ausgabe: 22

Nummer: 10

Seiten: 5-13

Art: Artikel

DOI: 10.35667/METASENF.2019.22.1003081511 DIALNET GOOGLE SCHOLAR

Andere Publikationen in: Metas de enfermería

Zusammenfassung

Objetivo: identificar las competencias necesarias para desempeñar el rol de gestora enfermera en España en cada uno de los niveles funcionales. Metodología: partiendo de la realización de una revisión bibliográfica de la literatura especializada se diseñó un estudio Delphi estructurado en cuatro rondas para consensuar las competencias necesarias para la gestora enfermera. Resultados: se obtuvo el consenso de 51 competencias, distribuidas en seis dominios. El nivel de experto se alcanza mediante estudios de máster y doctorado. La gestora enfermera tiene que desarrollar sus competencias al nivel de competente, muy competente y experto. El 96% de los integrantes del panel manifestó que para alcanzar el nivel de experto es necesario desarrollar estudios de máster o doctorado. El 60,78% de las competencias de la gestora enfermera de alta dirección debe ser desarrollada al nivel de experto mediante el desarrollo de estudios de máster, experto universitario y especialización universitaria, frente al 9,8% de la dirección logística y al 21,57% de las competencias requeridas para la dirección operativa. Para el nivel de competente serán necesarios estudios de experto, especialista universitario y formación continuada. Conclusiones: el modelo de competencias para la gestora enfermera en España se compone de 51 competencias, de las cuales ocho son básicas. De los resultados se evidencia el grado de desarrollo para cada competencia, y la formación requerida para alcanzar este grado.

Bibliographische Referenzen

  • Scoble KB, Russell G. Vision 2020, part I: profile of the future nurse leader. J Nurs Adm. 2003; 33(6):324-30
  • AONE, AONL. 2015. [internet] AONL Nurse Manager Competencies. Chicago, IL: AONE, AONL. [cited 15 Nov 2019]. Available from: https://www.aonl.org/system/files/media/file/2019/06/nurse-manager-competencies.pdf
  • Thomas J, Collins A, Collins D, Herrin D, Dafferner D, Gabriel J. The language of business: A key nurse executive competency. Nurs Econ. 2008; 26(2):122-7.
  • Shuman CJ, Ploutz-Snyder RJ, Titler MG. Development and Testing of the Nurse Manager EBP Competency Scale. West J Nurs Res. 2018; 40(2):175-90.
  • Krugman M, Smith V. Charge nurse leadership development and evaluation. J Nurs Adm. 2003; 33(5):284-92.
  • Aiken LH, Cimiotti JP, Sloane DM, Smith HL, Flynn L, Neff DF. Effects of nurse staffing and nurse education on patient deaths in hospitals with different nurse work environments. Med Care. 2011; 49(12):1047-53.
  • Weatherford B, Bower KA, Vitello-Cicciu J. The CNO and Leading Innovation: Competencies for the Future. Nurs Adm Q. 2018; 42(1):76-82.
  • Pihlainen V, Kivinen T, Lammintakanen J. Management and leadership competence in hospitals: a systematic literature review. Leadersh Heal Serv. 2016; 29(1):95-110.
  • Miltner RS, Patrician PA, Dawson M, Jukkala A. Incorporating Quality and Safety Education Into a Nursing Administration Curriculum. J Nurs Adm. 2012; 42(10):478-82.
  • American Nurses Association. Draft Nursing Administration: Scope and Standards of Practice. 2nd ed. Nursesbooks. org; 2016.
  • Erjavec K, Starc J. Competencies of Nurse Managers in Slovenia: a Qualitative and Quantitative Study. Cent Eur J Nurs Midwifery. 2017; 8(2):632.
  • Leach LS, McFarland P. Assessing the professional development needs of experienced nurse executive leaders. J Nurs Adm. 2014; 44(1):51-62.
  • Porter-O’Grady T. A different age of leadership: Part 2: New rules, new roles. J Nurs Adm. 2003; 33(3):102-78.
  • Organización para la Cooperación y el Desarrollo Económico. La definición y selección de competencias clave. Resumen ejecutivo. DeSeCo [internet]. 2005 [citado 15 nov 2019]; 1-20. Disponible en: http://deseco.ch/bfs/deseco/en/index/03/02.parsys.78532.downloadList.94248.DownloadFile.tmp/2005.dscexecutivesummary.sp.pdf
  • Katz RL. Skills of an effective administrator. Harv Bus Rev. 1955; 33(1):33-42.
  • Katz RL. Skills of an Effective Administrator. Harv Bus Rev. 1974; 33(1):90-102.
  • Chase LK. Are you confidently competent? Nurs Manage. 2012; 43(5):50-3.
  • Chase LK. Nurse manager competencies. University of Iowa; 2010.
  • MacMillan-Finlayson S. Competency development for nurse executives: Meeting the challenge. J Nurs Adm. 2010; 40(6):254-7.
  • Kantanen K, Kent B, Kaunonen M, Helminen M, Suominen T. The development and pilot of an instrument for measuring nurse managers’ leadership and management competencies. J Res Nurs. 2015; 20(8):667-77.
  • American Organization of Nurse Executives. AONE Nurse Manager Competencies. [internet]. The American Organization of Nurse Executives. Chicago, IL.; 2015. [cited 15 Nov 2019]; 1-20. Available from: http://www.aone.org/resources/nurse-leader-competencies.shtml
  • Varela-Ruiz M, Díaz-Bravo L, García-Durán R. Descripción y usos del método Delphi en investigaciones del área de la salud. Inv Ed Med. 2012; 1(2):90-5.
  • Linstone HA, Turoff M, Helmer O. The Delphi Method. Addison-Wesley [internet] 1975. [cited 15 Nov 2019]. Available from: https://web.njit.edu/~turoff/pubs/delphibook/delphibook.pdf
  • Shirey MR. Executive presence for strategic influence. J Nurs Adm. 2013; 43(7-8):373-6.
  • Hagbaghery MA, Salsali M, Ahmadi F. The factors facilitating and inhibiting effective clinical decision-making in nursing: a qualitative study. BMC Nurs. 2004; 3(1):2.
  • AONE. AONE Nurse Executive Competencies. 2015 [internet]. Chicago, IL. [cited 15 Nov 2019]. Available from: https://www.aonl.org/system/files/media/file/2019/10/population-health-competencies.pdf
  • American Nurses Association’s Leadership Institute. Competency Model. 2013 [internet]. [cited 15 Nov 2019]. Available from: https://www.dphu.org/uploads/attachements/books/books_5520_0.pdf
  • Lussier R. Management Fundamentals: Concepts, Applications, and Skill Development. 8th ed. SAGE Publications, Inc; 2018.
  • Herrin D, Hathaway D, Jacob S, McKeon L, Norris T, Spears P, et al. A model academic-practice partnership. JONA: The Journal of Nursing Administration. 2006; 36(12):547-50.
  • AONE. Competencies Assessment [internet]. 2018 [cited 15 Nov 2019]. Available from: http://www.aone.org/resources/online-assessments.shtml
  • Waxman KT, Roussel L, Herrin-Griffith D, D’Alfonso J. The AONE Nurse Executive Competencies: 12 Years Later. Nurse Lead. 2017; 15(2):120-6.
  • Romyn DM, Linton N, Giblin C, Hendrickson B, Limacher LH, Murray C, et al. Successful transition of the new graduate nurse. Int J Nurs Educ Scholarsh. 2009; 6:Article 34.
  • Kleinman CS. Leadership roles, competencies, and education: how prepared are our nurse managers? J Nurs Adm. 2003; 33(9):451-5.
  • Pawlak RP, Scott ES, Murphy LS. Crossing our quality chasm: continuing the case for graduate preparation of nurse managers and leaders. J Nurs Adm. 2013; 43(12): 627-9.
  • Baxter C, Warshawsky N. Exploring the acquisition of nurse manager competence. Nurse Lead. 2014; 12(1): 46-59.
  • AONE. Nurse Manager Leadership Partnership [internet]. 2018 [cited 15 Nov 2019]. Available from: http://www.aone.org/resources/nurse-manager-leadership-partnership
  • Pillay R. Towards a competency-based framework for nursing management education. Int J Nurs Pract. 2010; 16(6):545-54.
  • Kantanen K, Kaunonen M, Helminen M, Suominen T. Leadership and management competencies of head nurses and directors of nursing in Finnish social and health care. J Res Nurs. 2017; 22(3).