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Nurse managers: being deviant to make a difference

Published online by Cambridge University Press:  24 October 2019

Sandra Crewe Open the ORCID record for Sandra Crewe [Opens in a new window]  and
Antonia Girardi Open the ORCID record for Antonia Girardi [Opens in a new window]
Sandra Crewe*
Affiliation:
Murdoch Business School, Murdoch University, 90 South Street, Murdoch, WA 6150, Western Australia, Australia
Antonia Girardi
Affiliation:
Murdoch Business School, Murdoch University, 90 South Street, Murdoch, WA 6150, Western Australia, Australia
*
*Corresponding author. Email: [email protected]
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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.

Keywords

positive deviancepositive organisation scholarship in healthcarepositive leadershipnurse managers
Type
Research Article
Information
Journal of Management & Organization , Volume 26 , Special Issue 3: Positive Organisational Scholarship in Healthcare (POSH) , May 2020 , pp. 324 - 339
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019

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