Paper: Situational Leadership in Clinical Nurses Working in Patient Services at One Bucaramanga Level IV IPS–Colombia (Sigma Theta Tau International's 21st International Nursing Research Congress)

Thursday, 15 July 2010

Claudia C. Torres Contreras, RN, MSc
Programa de Enfermeria, Universidad de Santander - UDES, Bucaramanga, Colombia

Learning Objective 1: The apprentice will be able to identify the present styles of leadership in he practices it of clinical infirmary, inside the Colombian context.

Learning Objective 2: The learner will be able to identify the relationship between leadership styles and experience in clinical practice within the Colombian context.

SITUATIONAL LEADERSHIP IN CLINICAL NURSES WORKING IN PATIENT SERVICES AT ONE BUCARAMANGA LEVEL IV IPS– COLOMBIA.

PURPOSE: To identify every component of leadership styles, with the purpose of determining their characteristics, allowing us to define deeper all the styles that are applied in the performance of the nursing practice, with the purpose of creating a work line that allows to formulate strategies to promote the development of habilities of leaderchip starting from the investigation.

This presentation is directed to the nurses of the world, especially to investigators that work with Latin American colleagues, students interested in the cultural inmersion in the Latin context.

METHODOLOGY: All the nurses that work at the clinical area of hospitalization services in a private Bucaramanga IPS, level IV. It was a Cross-sectional study. The instrument used was Dr. Herman Bachenheimer, based on the situational leadership theory of the Physicians Hersey and Blanchard.

RESULTS: this study reflects that the nurses of the area studied (general and ICU) at the IPS, have a guiding leadership style, followed by a leading and participating style.
The delegating leadership style is not applied by them.
The nurses generally have a greater percentage of persuasive style (lead), followed by the managerial and participatory style.
Within the study of Intensive care nurses, the highest percentage shown is in the managerial style, followed by the persuasive and participatory style.

It was found a significant statistically relationship between leadership and participative managerial styles and length of experience in the clinical area, evidenced by a p of 0.04 and 0.012 correspondingly.
CONCLUSIONS: Hospital nurses at the IPS have different leadership styles depending on the situations presented, proving Hersey and Blanchard assumption that there is no single leadership style but styles that should be adjusted to each situation during tasks execution, solving problems and relationship management.
KEYWORDS: Leadership, nursing staff, hospital.

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