Nursing leadership and management effects work environments

AIM: The aim of this literature search was to identify recent research related to nursing leadership and management effects on work environment using the 14 forces of magnetism. BACKGROUND: This article gives some historical perspective from the original 1983 American Academy of Nursing study through to the 2002 McClure and Hinshaw update to 2009 publications. EVALUATION: Research publications were given a priority for references. KEY ISSUES: The 14 forces of magnetism as identified by Unden and Monarch were: '1. Quality of leadership..., 2. Organizational structure..., 3. Management style..., 4. Personnel policies and programs..., 5. Professional models of care..., 6. Quality of care..., 7 Quality improvement..., 8. Consultation and resources..., 9. Autonomy..., 10. Community and the hospital..., 11. Nurse as teacher..., 12. Image of nursing..., 13. Interdisciplinary relationships... and 14. Professional development....'. CONCLUSIONS: Correlations have been found among positive workplace management initiatives, style of transformational leadership and participative management; patient-to-nurse ratios; education levels of nurses; quality of patient care, patient satisfaction, employee health and well-being programmes; nurse satisfaction and retention of nurses; healthy workplace environments and healthy patients and personnel. IMPLICATIONS FOR NURSING MANAGEMENT: This article identifies some of the research that provides evidence for evidence-based nursing management and leadership practice.