The role of clinical supervisors and head nurses in management

• Published in: The Nursing clinics of North America Vol. 13; no. 1; p. 119
• Main Authors: Byers, H J, Klink, J A
• Format: Journal Article
• Language: English
• Published: United States 01.03.1978
• Subjects: Hospitals, Community; Humans; Interprofessional Relations; Job Description; Labor Unions; Nursing Service, Hospital - organization & administration; Nursing, Supervisory; Patient Care Planning; Role; Washington; Washington
• ISSN: 0029-6465; 1558-1357

In this article, we have attempted to describe the process of change that occurred within two specific groups of the nursing administrative staff. When we began working with the individuals within this group of nursing managers, each possessed the skills and abilities that met the needs of the system and its concept of nursing at that time. Through discussion of issues related to nursing and nursing management, the clinical supervisors and head nurses developed an expanded concept of their responsibilities related to patient, personnel, and operational management. The initial actions we encouraged them to take related to increasing their involvement in providing direct patient care. Following this, they became more active in the areas of personnel and operational management. Our ultimate goal was to promote their active involvement in all three areas of management. At times, we became impatient with what seemed to be a slow process of change. We believed, however, that it was imperative to move slowly and not push for change beyond their level of readiness. As one of the clinical supervisors recently stated, "Change is fast; progress is slow." Within this group of nursing managers, changes have been made, the goals are being met, and progress is indeed apparent.