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A presente investigação, realizada em contexto hospitalar, teve como principal objectivo compreender o contributo dos dirigentes no desenvolvimento de competências relacionais de ajuda nos enfermeiros, tendo decorrido em duas fases. Na primeira, foi efectuado um estudo quantitativo, descritivo e transversal com uma amostra constituída por 690 enfermeiros, tendo sido realizado o estudo psicométrico dos instrumentos utilizados na investigação (Inventário de Competências Relacionais de Ajuda, Kolb Learning Style Inventory e Escala de Liderança, identificado o nível de competências relacionais de ajuda e analisadas as variáveis que as influenciam. Na segunda fase, foi realizado um estudo de caso que pretendeu compreender o contributo das estratégias de gestão no desenvolvimento das competências relacionais de ajuda, o desempenho dos papéis de liderança e o modo preferencial de aprendizagem, tendo sido realizado na unidade que apresentou o nível de competências mais elevado.
O estudo de adaptação e validação dos instrumentos evidenciou propriedades psicométricas adequadas sendo considerados instrumentos válidos para a prossecução do estudo.
Os resultados indiciam uma percepção elevada nas competências relacionais de ajuda verificando-se um maior nível nas competências genéricas e menor nas competências de contacto. O estudo de caso evidenciou valores mais elevados nas competências de contacto, apontando para uma predominância das competências ligadas ao toque terapêutico e às distâncias estabelecidas com o utente.
Os resultados apontam para a percepção de uma liderança eficaz, dado haver reconhecimento por parte dos enfermeiros no desempenho de todos os papéis de liderança, verificando-se, no entanto, uma configuração deslocada para o foco do controlo. Os papéis de liderança (monitor e facilitador) através da aprendizagem concreta evidenciaram ter um impacto positivo no desenvolvimento das competências relacionais de ajuda. Estes resultados parecem indicar que os líderes devem centrar-se nas pessoas, mas ao mesmo tempo, devem monitorizar os processos.
As estratégias de gestão que emergiram como sendo promotoras do desenvolvimento destas competências foram: desempenho da liderança centrada nas pessoas, onde o trabalho em equipa e a gestão de conflitos se assumem como aspectos centrais; direcção e fomento de um trabalho produtivo evidenciando-se a liderança pelo exemplo; monitorização e controlo dos processos, sendo enfatizada a acreditação hospitalar; inovação e gestão da mudança, através da implementação de novos projectos; processo de integração dos enfermeiros norteada por uma avaliação contínua do desempenho dos enfermeiros e na aprendizagem experiencial; metodologia de organização dos cuidados centrada no doente; e criação de condições de trabalho, tanto físicas como em recursos humanos.
A implementação destas estratégias de gestão requer líderes que sejam capazes de inspirar os outros, de liderar pelo exemplo, de implementar a mudança e de criar condições facilitadoras do desenvolvimento das equipas.
Releva-se a importância da liderança em enfermagem e a necessidade de garantir que todos os dirigentes são devidamente preparados e formados para essa função, no sentido da utilização das melhores e mais adequadas estratégias de gestão, contribuindo para o desenvolvimento das competências relacionais nos enfermeiros garantindo aos cidadãos cuidados com qualidade.
This research, carried out in hospital context, had as main objective to understand the contribution of the leaders to the development of help relational skills in nurses, having taken place in two phases. In the first phase it was led a quantitative, descriptive and cross-sectional study, comprising a sample of 690 nurses, being carried out the psychometric study of the instruments used in the research (Help Relational Skills Inventory, Kolb Learning Style Inventory and Leadership Scale and being identified the help relational skills level and analyzed the variables that influence them. In the second phase, we conducted a case study that sought to understand the contribution of management strategies in the development of help relational skills, the performance of leadership roles and the preferred learning mode having been carried out on the unit that presented the highest skills level. The instruments adaptation and validation study revealed adequate psychometric properties being considered as valid instruments for the quantitative study pursuance. The results predict a high level of help relational skills verifying a higher level in generic skills and lower in contact skills. The case study showed higher values regarding contact skills pointing to a predominance of skills related to therapeutic touch and distances established with the patient. The learning mode most expressed was the 'active experimentation' and the least expressed was the 'concrete learning', while in the case study the highest values were in the 'concrete learning' and the lowest in the ‘abstract conceptualization' meaning that nurses learn better in active learning situations, engaging in projects or small discussion groups than in passive situations. The results point at the perception of an effective leadership, as there is the nurse’s recognition on the performance of all leadership roles, arising, however, a configuration shifted to the focus of control. Leadership roles (monitor and facilitator) through concrete learning have showed to have a positive impact on the development of help relational skills. These results seem to suggest that leaders should focus on people, but at the same time should monitor the processes. Management strategies that emerged as being promoters of the development of these skills were: people-centred leadership performance, were team work and conflict management are assumed as central aspects; direction and fostering of a productive work evidencing leadership by example; processes monitoring and control, being emphasized the hospital accreditation; innovation and change management through the implementation of new projects; integration of nurses guided by a continuous evaluation of the performance of nurses and in experiential learning; patient-centred care organization methodology; and creation of working conditions in both physical and human resources. The implementation of such management strategies requires leaders able to inspire others, to lead by example, to implement change and create conditions that facilitate the teams’ development. We highlight the importance of leadership in nursing and the need to ensure that all leaders are properly prepared and trained for this role, towards the use of the best and most appropriate management strategies contributing to the development of relational skills in nurses ensuring care quality to citizens.
This research, carried out in hospital context, had as main objective to understand the contribution of the leaders to the development of help relational skills in nurses, having taken place in two phases. In the first phase it was led a quantitative, descriptive and cross-sectional study, comprising a sample of 690 nurses, being carried out the psychometric study of the instruments used in the research (Help Relational Skills Inventory, Kolb Learning Style Inventory and Leadership Scale and being identified the help relational skills level and analyzed the variables that influence them. In the second phase, we conducted a case study that sought to understand the contribution of management strategies in the development of help relational skills, the performance of leadership roles and the preferred learning mode having been carried out on the unit that presented the highest skills level. The instruments adaptation and validation study revealed adequate psychometric properties being considered as valid instruments for the quantitative study pursuance. The results predict a high level of help relational skills verifying a higher level in generic skills and lower in contact skills. The case study showed higher values regarding contact skills pointing to a predominance of skills related to therapeutic touch and distances established with the patient. The learning mode most expressed was the 'active experimentation' and the least expressed was the 'concrete learning', while in the case study the highest values were in the 'concrete learning' and the lowest in the ‘abstract conceptualization' meaning that nurses learn better in active learning situations, engaging in projects or small discussion groups than in passive situations. The results point at the perception of an effective leadership, as there is the nurse’s recognition on the performance of all leadership roles, arising, however, a configuration shifted to the focus of control. Leadership roles (monitor and facilitator) through concrete learning have showed to have a positive impact on the development of help relational skills. These results seem to suggest that leaders should focus on people, but at the same time should monitor the processes. Management strategies that emerged as being promoters of the development of these skills were: people-centred leadership performance, were team work and conflict management are assumed as central aspects; direction and fostering of a productive work evidencing leadership by example; processes monitoring and control, being emphasized the hospital accreditation; innovation and change management through the implementation of new projects; integration of nurses guided by a continuous evaluation of the performance of nurses and in experiential learning; patient-centred care organization methodology; and creation of working conditions in both physical and human resources. The implementation of such management strategies requires leaders able to inspire others, to lead by example, to implement change and create conditions that facilitate the teams’ development. We highlight the importance of leadership in nursing and the need to ensure that all leaders are properly prepared and trained for this role, towards the use of the best and most appropriate management strategies contributing to the development of relational skills in nurses ensuring care quality to citizens.
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Dirigente Liderança Estratégias de gestão Competências relacionais de ajuda Modos de aprendizagem Enfermagem Leader Leadership Management strategies Learning mode Help relational skills Nursing