Nursing Economic$

Administrative Supervisors and

Nursing Unit-Based Managers:
Collaboration and Job Satisfaction
Susan H. Weaver Mani Paliwal
Amanda J. Hessels Theresa A. Wurmser

This cross-sectional study

examined collaboration between
administrative supervisors and
nursing unit-based managers
and the relationship to nurse
E ffective communication
and collaboration are
critical for a healthy
nurse practice environment and
safe patient care. The Institute
For more than 100 years, the
administrative/house supervisor
role has existed in hospitals and
continues to be the current
model of off-shift management
outcomes. Nursing unit-based of Medicine (IOM, 2004) report, in acute care hospitals (Editor’s
managers perceived a more Keeping Patients Safe: Miscellany, 1901). During these
collaborative relationship with Transforming the Work times, the nursing leadership
supervisors and administrative Environment for Nurses, reminds team consisting of nursing unit-
supervisors. Nursing unit-based all nurse leaders about their role based managers, directors, and
managers who perceived high in creating practice administrators are not typically
collaboration had greater job environments with effective present in the hospital. Since
satisfaction. Nurse leaders communication and research was lacking on the
should foster and support peer collaboration. Yet, in a recent administrative supervisor role,
collaboration between nationwide study, administrative the aforementioned nationwide,
administrative supervisors and supervisors, the nurse leaders qualitative study was conducted
managers, which will benefit the on the evening, night, and to explore the administrative
organization, workforce, and weekend shifts, articulated a supervisors’ perspectives of their
patients. “disconnect,” poor managerial practices and how
communication, and lack of these practices contribute to
collaboration with the daytime nurse and patient safety (Weaver
nursing leadership team (Weaver & Lindgren, 2017; Weaver,
& Lindgren, 2017). The Lindgren, Cadmus, Flynn, &
supervisors explained that Thomas-Hawkins, 2017). The
communication with these overall theme identified in the
daytime leaders is by email study was the administrative
during their shift because they supervisor does whatever is
typically don’t see them necessary to get the patients,
(Weaver, 2016). Further, the staff, and hospital safely through
supervisors are not able to the shift (Weaver & Lindgren,
attend the daytime leadership 2017). Regardless of the size or
meetings due to the hours they location of the hospital, the
work (Weaver & Lindgren, findings revealed the
2017). administrative supervisors

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 Nursing Economic$

achieve nurse and patient safety and the relationship to the nurse structures in hospitals (Emich,
when performing their role outcomes of job satisfaction and 2018; Henneman, Lee, & Cohen,
responsibilities (staffing, patient intent to leave and stay. 1995; McKay & Crippen 2008;
flow, crisis management, and Stichler, 1995; Wells, Johnson, &
hospital representative) and by Review of the Literature Salyer, 1998). Considerable
establishing trust with the staff, research has been conducted on
doing rounds, educating, and Collaboration between nurse-physician collaboration
providing support to the staff professionals has been linked to (Boone, King, Gresham, Wahl,
(Weaver & Lindgren, 2017; improved nurse and patient & Suh, 2008; Bowles et al.,
Weaver et al., 2017). outcomes (Galletta, Portoghese, 2016; Galletta, Portoghese,
The administrative Battistelli, & Leiter, 2013; Ma, Carta, D’Aloja, & Campagna,
supervisors also identified they Park, & Shang, 2018; Ma, Shang, 2016), nurse-nurse practitioner
rarely have face-to-face & Bott, 2015; Ma & Stimpfel, collaboration (Moore & Prentice,
collaboration with the daytime 2018). Nurse-to-nurse 2013), and nurse-pharmacist
leaders and are unable to attend collaboration has been defined collaboration (Almkuist, 2018;
the management meetings as “an interpersonal relationship Feldman et al., 2012; Pherson,
because these meetings are between and among colleagues Roth, Nkimbeng, Boyd, &
typically held in the middle of defined by the commonality of Szanton, 2018), and findings
the day (Weaver & Lindgren, a goal recognized by each party, regarding these collaborative
2017). The supervisors further shared authority, power, and relationships reveal improved
explained that “Monday decision making, based on processes and nurse and patient
morning quarterbacking” occurs, knowledge and expertise” outcomes and highlighted the
by the daytime nurse leaders, (Dougherty & Larson, 2010, pp. importance of face-to-face
regarding the decisions made 18-19). The American Nurses interaction and communication
during the off-shift and this Association (ANA, 2015) (Moore & Prentice, 2013). Yet,
contributes to the disconnect, identifies collaboration as a collaboration between
because the supervisors are not standard of practice, and defines administrative supervisors and
there during the daytime to collaboration as a partnership to the daytime nurse leaders such
share the rationale for their achieve common goals with as nursing unit-based managers
actions and decisions (Weaver & recognition of each person’s has yet to be explored.
Lindgren, 2017). Administrative knowledge and responsibilities. Therefore, the aim of this study
supervisors have authority only Furthermore, the American was to describe collaboration
during their shift, and otherwise Organization of Nurse between administrative
no authority outside of their Executives’ (2005) competencies supervisors and nursing unit-
shift, which may also contribute for nurse executives include based managers and to examine
to this disconnect. Additionally, communication and relationship the relationship of their
the supervisors suggested there building, particularly the collaboration to the nurse
may be a lack of understanding importance of effective outcomes of job satisfaction and
of the work they do, and may be communication, building trust, intent to leave and stay.
considered by some as simply and having collaborative
the “behind the scenes crew” relationships. Method
(Weaver & Lindgren, 2017, p. 6). Individual readiness,
Thus, to better understand opportunity to collaborate, A cross-sectional study was
this disconnect and lack of competence in clinical practice, conducted to describe
collaboration, this study was excellent communication skills, collaboration between
conducted to examine mutual respect, and recognition administrative supervisors and
collaboration between of the need for interdependence nursing unit-based managers
administrative supervisors and are antecedents to collaboration, and examine the impact on
nursing unit-based managers while the barriers are hierarchal nurse outcomes of job

68 March/April 2019 | Volume 37 Number 2

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satisfaction, intent to leave, and nurses?” (Warshawsky & nursing unit-based managers),
intent to stay. After institutional Havens, 2014; Warshawsky, with a significance level of a =
review board approval, Wiggins, & Rayens, 2016). 0.05.
administrative supervisors and Response options for both items
nursing unit-based managers follow a six-point Likert scale Results
who were currently employed at (1=very dissatisfied/unlikely to
nine acute care hospitals within 6=very satisfied/likely). Forty-one administrative
a large healthcare system in the Intent to leave was supervisors (response rate 55%)
Mid-Atlantic region of the measured with three questions and 72 nursing unit-based
United States were sent an email which were created and used in managers (response rate 48%)
with a SurveyMonkey® link nurse manager research: (a) “I responded to the survey. The
inviting them to participate in have been thinking about participants worked at nine
this study. Reminder emails leaving my job,” (b) “I have acute care hospitals, part of a
were sent during the study been actively looking for a new large health system in the Mid-
period, April through June 2017, job,” and (c) “I intend to leave Atlantic region, which were
based on the Dillman method my job in the next year” primarily non-profit (89%), non-
(Dillman, Smyth, & Christian, (McGuire, Houser, Jarrar, Moy, teaching (44%), 150-499 beds
2014). & Wall, 2003; Warshawsky et al., (78%), and seven hospitals
2016). Responses to these (78%) had Magnet® designation.
Survey Instruments questions were on a three-point The administrative supervisors
The survey instruments Likert scale: disagree (1), neutral and nursing unit-based
included the Collaborative (2), agree (3). Cronbach’s alpha managers were distributed
Behavior Scale-Nurse Manager for this scale was 0.86 similarly by age, gender, and
(CBS) and job satisfaction, intent (Warshawsky et al., 2016). years worked as a registered
to leave and stay, and Intent to stay was assessed nurse (RN) (see Table 1). The
demographic questions. The with a single question asking respondents differed by tenure
CBS was used to measure the participants to indicate the in position in that nursing unit-
extent of collaborative behaviors number of years they plan to based managers worked fewer
between administrative remain in their current position. years (6.3) compared with
supervisors and nursing unit- This question was created and administrative supervisors (10.6),
based managers (Stichler, 2013). used in research on the nurse and highest educational
This tool has 20 questions on a manager role (Warshawsky & attainment, in that 47% of the
four-point Likert scale (1=rarely Havens, 2014; Warshawsky et managers had an MSN or higher
to 4=nearly always). The al., 2016). compared to 26% of the
reliability and validity of the administrative supervisors. As
CBS has been established in the Data Analysis shown in Table 1, all nursing
nursing literature, with unit-based managers held a BSN
Cronbach’s alpha from 0.96 to Descriptive statistics were or higher degree, whereas six
0.98 (Almost & Laschinger, 2002; used to describe the study administrative supervisors, age
Beisel, 1998; Lamont, Brunero, variables and sample 44-56, had a RN diploma or
Lyons, Foster, & Perry, 2015; demographics. Data were associate degree as their highest
Stichler, 2013). analyzed using SPSS version level of education.
Job satisfaction was 22.0. Correlations were used to Regarding job satisfaction,
measured with two questions: assess the association between the two groups were similar in
“How satisfied are you with the variables and independent terms of satisfaction with being
being a nurse leader?” and samples t-test was performed to a nursing leader (80% of
“How likely are you to test the difference between the administrative supervisors and
recommend nursing leadership means of the two groups 75% of nursing unit-based
as a career choice to other (administrative supervisors and managers indicated they were

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Table 1.
Administrative Supervisor and Nursing Unit-Based Manager Demographics

Administrative Supervisor Nursing Unit-Based Manager

(n=41) (n=72)
Mean (SD) Mean (SD)

Age (years) 51 (10) 51 (8)

Range 30-66 32-69
Years as RN 26 (11) 25 (10)
Years in current position 10.6 (10) 6.29 (6)
Gender n (%) n (%)
Male 4 (12) 6 (8)
Female 34 (83) 62 (86)
Highest Nursing Degree n (%) n (%)
RN diploma/Associate degree 6 (15) 0 (0)
Baccalaureate degree 22 (54) 33 (46)
Master’s degree 10 (24) 31 (43)
Doctoral degree 1 (2) 3 (4)
National Nursing Certification n (%) n (%)
Yes 24 (59) 54 (75)

Figure 1.
Satisfaction of Administrative Supervisors and Nursing
Unit-Based Managers

How satisfied are you with being a nurse leader?

Dissatisfied and Very Dissatisfied

Somewhat Dissatisfied

Somewhat Satisfied

Very Satisfied and Satisfied

0 10% 20% 30% 40% 50% 60% 70% 80% 90%

Nursing Unit-Based Managers (n=71) Administrative Supervisors (n=40)

70 March/April 2019 | Volume 37 Number 2

 Nursing Economic$

Figure 2.
Administrative Supervisors and Nursing Unit-Based Managers Likelihood to
Recommend Nursing Leadership

How likely are you to recommend nursing

leadership as a career choice to other nurses?
Unlikely and Very Unlikely

Somewhat Unlikely

Somewhat Likely

Very Likely and Likely

0 10% 20% 30% 40% 50% 60% 70% 80%

Nursing Unit-Based Managers (n=71) Administrative Supervisors (n=40)

very satisfied or satisfied) (see Figure 3.

Figure 1), and recommending Administrative Supervisors and Nursing Unit-Based Managers Intent
nursing leadership as a career to Stay in Current Position
choice to others (68% of
administrative supervisors and 60%
61% of nursing unit-based
managers indicated they would 50%
very likely or likely to 40%
recommend) (see Figure 2). The 30%
job satisfaction scores were
20%
almost identical with 4.83 for
administrative supervisors and 10%
4.82 for nursing unit-based 0
managers. For intent to stay, the 0-2 years 3-5 years 6-10 years 11+ years
majority of administrative Nursing Unit-Based Managers (n=37) Administrative Supervisors (n=70)
supervisors (57%) and nursing
unit-based managers (68%)
indicated they only plan to stay
in their current position for 5
years or less (see Figure 3). Yet,
all the nursing unit-based had higher CBS scores than with nursing unit-based
managers and the majority of administrative supervisors (see managers. An independent-
administrative supervisors (65%) Table 2), indicating the nursing samples t-test was conducted to
disagreed or were neutral to the unit-based managers perceived compare the collaboration
three intent-to-leave questions. a more collaborative relationship scores for nursing unit-based
Regarding collaboration, with administrative supervisors managers and administrative
nursing unit-based managers than the supervisors perceived supervisors. There was no

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Table 2. scores for administrative

Collaboration Scores supervisors and nursing unit-
based managers was divided
Administrative Nursing Unit-Based
into two groups, those with low
CBS Score Supervisors Managers
collaboration scores (<59) and
Mean (SD) 59.73 (16.63) 63.6 (16.62) those with high collaboration
Range 20-80 22-80 scores (>60). There was a
CBS = Collaborative Behavior Scale-Nurse Manager
significant difference in scores
for nursing unit-based managers
and administrative supervisors
significant difference in scores Regarding the relationship with high and low collaboration
for nursing unit-based managers between these nurse leaders’ scores and their job satisfaction
and administrative supervisors collaboration scores and job (t (111) = (-)5.1941, p<0.05).
(t (111) = (-)1.188, p=0.237). The satisfaction, a statistically The relationship between
relationship of these nurse significant relationship was administrative supervisors and
leaders’ collaboration scores was found between perceived high nursing unit-based managers job
also examined with age and collaboration and greater job satisfaction and intent to leave
years in their position, satisfaction, for both and stay was examined.
uncovering that nursing unit- administrative supervisors Those who perceived high
based managers who perceived (r=0.649, p< 0.01) and nursing collaboration had lower intent
high collaboration with unit-based managers (r=0.460, to leave for both administrative
administrative supervisors were p<0.01) (see Tables 3 & 4). To supervisors (r = (-)0.562, p<0.01)
younger (r = (-)0.259, p<0.05) further examine the relationship and nursing unit-based
and newer in their position between collaboration and job managers (r = (-)0.454, p<0.01).
(r = (-)0.295, p<0.05). satisfaction, the collaboration The administrative supervisors

Table 3.
Correlations: Administrative Supervisors
Correlation Coefficient (r)
Administrative Mean
Supervisors (SD) 2 3 4 5 6
1. Collaboration Cronbach’s 59.73 0.649** (-)0.562** 0.276 (-)0.024 0.054
Score a 0.98 (16.63)

2. Job Satisfaction Cronbach’s 4.83 (-)0.762** 0.507** 0.164 0.175

Score a 0.91 (1.25)

3. Intent to Leave Cronbach’s 4.4 (-)0.463** (-)0.048 (-)0.142

a 0.84 (1.86)
Range 3-9

4. Intent to Stay in Range 6.6 (-)0.047 (-)0.026

Current Position <1 year - 20 years
years (4.6)

5. Age 50.6 0.719**

(10)

6. Years in Position 10.6

(10)

**Correlation is significant at the 0.01 level

*Correlation is significant at the 0.05 level

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 Nursing Economic$

Table 4.
Correlations: Nursing Unit-Based Managers
Correlation Coefficient (r)
Nursing Unit-Based Mean
Managers (SD) 2 3 4 5 6
1. Collaboration Cronbach’s 63.6 0.460** (-)0.454** 0.331** (-)0.259* (-)0.295*
Score a 0.98 (16.62)

2. Job Satisfaction Cronbach’s 4.82 (-)0.362** 0.136 (-)0.058 (-)0.141

Score a 0.91 (1.16)

3. Intent to Leave Cronbach’s 4.17 (-)0.202 0.143 0.136

alpha 0.84 (1.27)
Range 3-6

4. Intent to Stay in Range <1 6.56 (-)0.160 0.019

Current Position year - 25 (5.36)
years

5. Age 50.9 0.273*

(8)

6. Years in Position 6.3

(6)

**Correlation is significant at the 0.01 level

*Correlation is significant at the 0.05 level

with higher job satisfaction had administrative supervisors had a administrative supervisors need
lower intent to leave (r = (-)0.762, diploma or associate degree, to have the same education as
p<0.01) and higher intent to stay their entry-level nursing degree. nursing unit-based managers,
in their position (r=0.507, <0.01). The IOM (2010) report, The and organizations should ensure
Additionally, the nursing unit- Future of Nursing: Leading the educational requirements for
based managers with higher job Change, Advancing Health, these positions are similar (ANA,
satisfaction had lower intent to specifies the proportion of 2015; Dougherty & Larson,
leave (r = (-)0.362, p<0.01). nurses with a baccalaureate 2010). Administrative supervisors
degree should be increased and must no longer be viewed as
Discussion nurses with associate and simply nurses covering until
diploma degrees should be daytime leaders return, but as
The administrative encouraged to enter nurse leaders with the
supervisors and nursing unit- baccalaureate nursing programs knowledge and expertise to
based managers who within 5 years of graduation. achieve organizational goals. As
participated in this study were The IOM (2010) further the nurse leaders on the
experienced nurse leaders with recommends nurses should evening and night shifts,
an average of 6 and 10 years in achieve higher levels of administrative supervisors are
their current positions and the education and training. Thus, it role models for the evening and
majority had attained national is concerning that the majority night shift staff and should
nursing certification. The of administrative supervisors embrace lifelong learning and
nursing unit-based managers (69%) have entry-level continue their education.
were well-educated with all education. Considering Administrative supervisors
having a BSN or higher degree, collaboration is based on perceived a less-collaborative
whereas, 15% of the knowledge and expertise, relationship with the nursing

March/April 2019 | Volume 37 Number 2 73

 Nursing Economic$

unit-based managers, which Additionally, collaboration were satisfied or very satisfied

supports the disconnect and may be better promoted with their jobs and likely or
lack of collaboration with the between administrative very likely to recommend
daytime nursing leadership team supervisors and nursing unit- nursing leadership as a career,
noted in previous research by based managers by improving which is consistent with other
Weaver and Lindgren (2017). change of shift report or hand- nurse manager research findings
Further research and discussion off through face-to-face (Warshawsky & Havens, 2014,
should ensue to explore nursing interaction or telephone Warshawsky et al., 2016). This
unit-based managers’ and communication. When a nursing study found collaboration
administrative supervisors’ unit-based manager discusses an influenced nurse manager job
perspectives and experiences issue on the unit with a satisfaction and Lee and
with collaboration and delve supervisor, such as a high-acuity Cummings (2008) also found
into why supervisors perceived patient or a new charge nurse, span of control, organizational
a less-collaborative relationship. or an administrative supervisor support, and empowerment
Collaboration between discusses a patient fall that influenced their job satisfaction.
administrative supervisors and occurred on the manager’s unit, Research is lacking on what
nursing unit-based managers this collaboration benefits the influences administrative
should be valued by organization, the workforce, and supervisor job satisfaction;
organizational leaders just as the ultimately the patient. however, a recent study found
value of nurse manager peer Administrative supervisors administrative supervisors
collaboration, with frequent and nursing unit-based working at Magnet hospitals
meetings, collegiality, and managers who perceived high were more satisfied than those
information sharing, was collaboration, recognizing the supervisors at non-Magnet
recognized by hemodialysis unit importance of having an hospitals (Weaver et al., 2018).
nurse managers (Flynn, Thomas- interpersonal relationship with Succession planning is
Hawkins, & Bognar, 2016). colleagues, had greater job needed particularly because the
Chief nursing officers should satisfaction. Additionally, nursing majority of administrative
ensure organizational structures unit-based managers who supervisors and nursing unit-
support peer collaboration and perceived high collaboration based managers indicated they
that administrative supervisors with administrative supervisors only plan to stay in their current
and nursing unit-based were younger and newer in position for 5 years or less.
managers have opportunities their position. Perhaps these Although these nurse leaders
and time to interact. Education new managers recognized the indicated satisfaction, it is
sessions should be held on how value of collaborating with an important to investigate why
to collaborate and improve experienced administrative 31% of the nursing unit-based
communication and each other’s supervisor or even had an managers and 17% of
role responsibilities, along with experienced supervisor as their supervisors were somewhat
discussions regarding whether mentor. For a better reluctant to recommend
administrative supervisors and understanding of the supervisor leadership as a career. And
nursing unit-based managers and manager role and thus considering the findings linking
view themselves as peers. Then fostering collaboration, chief higher job satisfaction and
further initiatives can be nursing officers should consider collaboration with lower intent
undertaken to foster requiring new administrative to leave, nurse leaders should
collaboration between supervisors and nursing unit- work to retain these leaders by
supervisors and managers, with based managers to orient a day fostering a satisfying and
scheduled meetings and joint in the other role. collaborative work environment.
workshops that focus on The majority of Much additional research is
innovative ways for supervisors administrative supervisors and needed beginning with
and managers to collaborate. nursing unit-based managers exploring administrative

74 March/April 2019 | Volume 37 Number 2

 Nursing Economic$

supervisors’ and nursing unit- Conclusion administrative supervisors and

based managers’ perspectives nursing unit-based managers
about their peer collaboration. This is the first research was 51 years, succession
Research implementing an study to describe collaboration planning is needed and younger
intervention to improve between administrative clinical nurses need to be
collaboration between supervisors and nursing unit- encouraged to consider these
administrative supervisors and based managers and to examine leadership positions.
nursing unit-based managers the relationship of their All nurse leaders have an
and examining the impact on collaboration to the nurse important role in creating
nurse and patient outcomes is outcomes of job satisfaction and practice environments with
necessary. And finally, further intent to leave and stay. effective communication and
research on the administrative Findings suggest that fostering collaboration. Since
supervisor role is needed such collaboration between administrative supervisors and
as understanding their practice administrative supervisors and nursing unit-based managers are
environment, what influences nursing unit-based managers the vital link between clinical
their job satisfaction, and should be considered an nurses and senior nurse leaders,
examining the relationship important strategy for improving creating and fostering
between their collaboration with job satisfaction and retention of collaborative work environments
nursing unit-based managers these nurse leaders. This is critical in achieving high-
and impact on the evening and research demonstrates chief quality patient care and
night shift staff and unit nursing officers should invest in common goals of nurse and
performance. improving collaboration patient safety. $
between administrative
Limitations supervisors and nursing unit-
based managers by holding Susan H. Weaver, PhD, RN, CRNI®,
NEA-BC
A limitation of this study is sessions to promote a mutual Nurse Scientist
the participants were a understanding of roles and Hackensack Meridian Health
voluntary convenience sample discussions on ways to improve Ann May Center for Nursing
Neptune, NJ
of administrative supervisors communication and New Jersey Collaborating Center for Nursing
and nursing unit-based collaboration. Additionally, chief Newark, NJ
managers who worked at acute nursing officers should support
collaboration by ensuring Amanda J. Hessels, PhD, MPH, RN, CIC,
care hospitals which were part CPHQ, FAPIC
of a large healthcare system in supervisors and managers have Assistant Professor
the Mid-Atlantic region of the opportunities to collaborate and Columbia University School of Nursing
restructuring the nursing New York, NY
United States; their perceptions
Nurse Scientist
may not reflect the perceptions leadership meetings to allow Hackensack Meridian Health
of supervisors and managers in administrative supervisors to Ann May Center for Nursing
other parts of the state or attend. Neptune, NJ

country. The participants in this Administrative supervisors Mani Paliwal, MS, MBA
study self-reported their need to be encouraged to Biostatistician
perceptions which may not continue their education and job Hackensack Meridian Health
descriptions for administrative Institute of Evidence Based Care
represent the actual state of Neptune, NJ
collaboration. Furthermore, this supervisor and nursing unit-
convenience sample may reflect based managers should have Theresa A. Wurmser, PhD, MPH, RN,
similar educational NEA-BC
highly motivated supervisors
Director
and managers and may not be requirements, with at least a Hackensack Meridian Health
representative of those who are BSN degree required and MSN Ann May Center for Nursing
less engaged in their role. degree preferred. Considering Neptune, NJ
the average age of the

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 Nursing Economic$

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