CHIEF NURSING OFFICER GOVERNING BODY PROXIMITY, DIRECT REPORTING RELATIONSHIP, AND PROFESSIONALISM AS PREDICTORS OF CHIEF NURSING OFFICER ROLE CONFLICT AND ROLE AMBIGUITY.
Contributors: University of Pennsylvania.
Published: 1993
Number of pages: 151
Subjects: Health Sciences, Nursing.; Health Sciences, Health Care Management.; Sociology, Social Structure and Development.
Description: The purpose of this study was to investigate relationships among chief nursing officer governing body proximity, level of direct reporting relationship, professionalism, role conflict, and role ambiguity in a cross-sectional design using a national sample of acute care hospital chief nursing officers. The governing body is the institution's ultimate authority. Role theory postulates that direct access to role senders clarifies ambiguity and reduces conflict for role enactors. Chief nursing officers come into their roles only after having been educated and socialized as professional registered nurses. Role theory postulates that professional role expectations often conflict with bureaucratic role expectations and therefore increase role conflict and ambiguity for role enactors.

The sample was 367 chief nursing officers in a national sample of acute care hospitals. The sample was stratified by geography, hospital ownership, and hospital bed size. Subjects completed a survey instrument with three parts: demographics of the subject and the institution; the Rizzo, House, and Lirtzman Role Questionnaire; and, the Hall Professionalism Scale (Snizek abridgement). Data were analyzed using analysis of variance and regressions.

For chief nursing officers, results demonstrated a consistent decrease in role ambiguity with increasing governing body proximity; role conflict initially decreased and then rose with increasing governing body proximity. The level of the direct reporting relationship had no effect on role conflict or role ambiguity. Role conflict and role ambiguity both increased with increasing professionalism. Analysis of two potential confounding variables (the presence of a recent stressful life event; and, the presence of unsatisfactory organizational relationships) demonstrated that only the latter significantly increased chief nursing officer role conflict and role ambiguity.
Notes: Source: Dissertation Abstracts International, Volume: 54-04, Section: B, page: 1887.

Thesis (PH.D.)--UNIVERSITY OF PENNSYLVANIA, 1993.

School code: 0175.