1. Self-Care in Nursing Leadership: Selfish or Essential?
Rodh Arline Cesare
Florida Atlantic University

2. Introduction
Since the 1980s, the role of the nurse leaders has expanded, resulting in increased demands and increased stress experienced by those nurse managers (Kath et al., 2013).
The average length of time in a nursing leadership position is five years with many reporting stress and job dissatisfaction as a reason for leaving (Warshawsky & Havens, 2014).
On average, nurse managers job vacancy rates nationally are at 8.3% (Zastocki & Holly, 2010).

3. Roles of a Nurse Leader:
Translating organizational mission, vision, and goals into practice
Recruitment and retention of staff
Patient safety, patient/family satisfaction with care
Nursing staff performance
Employees’ job satisfaction
Budget management
Meeting physician expectations
Maintaining a healthy work environment
Expectations of nurse managers include oversight of one or more nursing units in a hospital, leadership, mentoring and coaching of subordinate nurses, leading their unit to meet organizational goals, human resources management of the unit, budget planning and management, increasing the level of professionalism of staff on the unit, attending multiple meetings regularly, and communication and embedding of the organization’s culture into the unit
so that all staff embrace it (Kath et al., 2013).

4. Challenges of a Nurse Leader
Although nurse managers know the importance of self-care and even encourage staff members and patients to engage in those activities, they often personally forgo those practices (Kath et al., 2013).

5. Challenges of a Nurse leader (Warshawsky & Havens, 2014):
Nurse Leaders find it hard to engage in self-care activities because of:
Poor organization support
Lack of time
Poor work/life balance
A difficult workload
Limited or no access to stress reduction activities
Numerous daily scheduled meetings
Frequent emergencies that needed immediate attention
Feelings of guilt due to understaffing

6. Challenges of a Nurse Leader
Warshawsky and Havens (2014) did research on nurse manager job satisfaction and their intent to leave their role.
72% of 291 nurses planned to leave their position within five years.
Burnout due to lack of self-care was cited most frequently as the reason for leaving the role.

7. Effects of a Burnout Leader:
Research in psychology related to stress shows that it is clear that stress leads to poor performance (LeBlanc, 2009).
Effects on the unit:
- Negative morale
- Increased turnover
- Poor patient satisfaction scores
- Increased absenteeism and physical health complaints among nurses
- Lower employee satisfaction (Kath et al., 2012).
Healthy relationships between nurse managers and staff create the environment where partnerships occur to achieve quality patient outcomes and create a healthy work environment (Warshawsky et al., 2014). However, the nurse manager who is overwhelmed has difficulty fostering those relationships that
lead to positive outcomes.

8. The Importance of Self-Care
The American Nurses Association’s self-care guide for nurses defines self-care as the ability to engage in healthy, meaningful relationships with others, listening to one’s own body, and recognizing and intervening when noticing signs of exhaustion (Richards et al., 2014).
Includes two key components
- Self-knowing
- Self-awareness

9. *Self-Knowing* *Self-Awareness*
Self-knowing refers to understanding one’s own beliefs, values, and attitudes and the use of those to support personal and professional growth (Ledesma, 2011).
Self-knowing leads to self- awareness which can support a balance of mind, body, and spirit (Ledesma, 2011)

10. Implications for Nurse Leaders
Self-care truly supports the Code of Ethics for Nurses in that the nurse should treat
him/herself in the same way the nurse cares for others (ANA, 2001). Nurse managers
participating in regular self-care activities have the opportunity to create within self and the staff that report to
them an entire culture where care of self is supported, promoted, and celebrated
Topics such as compassion fatigue and burnout in the nursing profession have been
addressed recently in the literature. Richards et al. (2014), along with the ANA, have developed
a self-care guide to address prevention of compassion fatigue and burnout. The authors focus on
emotional, mental, spiritual, and physical self-care. Engaging in self-care activities daily is a
short-term strategy that can lead to long-term prevention of burnout and compassion fatigue
(Richards et al., 2014).

11. The Brown Study (2009)
A phenomenological study of self-care in nurse managers.
The researcher met with 10 nurse leaders during a 10-week time period.
Findings:
* Self-care within the work environment can decrease the experience of stress and job burnout.
* Self-care can help improve nurse manager retention.
Nurses are encouraged to engage in self-care practices to role-model these behaviors in patients they care for.

12. Attend social activities
Self-Care Strategies
Adequate sleep
Attend social activities
Exercise regularly
Find hobbies
Process emotions
Pamper yourself

13. Self-care is NOT selfish
Self-care is NOT selfish. For the wellbeing and congruence of nurses—as educators and health promotion advocates—it is essential. Similarly, self-compassion is not narcissistic.
A Note to ALL Nurse Leaders

14. References:
American Nurses Association. (2001). Code of ethics for nurses with interpretive statements. Silver Spring, MD: Nursebooks.org.
Brown, C. (2009). Self-renewal in nursing leadership: The lived experience of caring for self. Journal of Holistic Nursing, 27(2), 75– 84. doi: /
Kath, L., Stichler, J., & Ehrhart, M. (2012). Moderators of the negative outcomes of nurse manager stress. The Journal of Nursing Administration, 42(4), 215–221.
Kath, L., Stichler, J., Ehrhart, M, & Sievers, A. (2013). Predictors of nurse manager stress: A dominance analysis of potential work environment stressors. International Journal of Nursing Studies, 50, 1474–1480. doi: /j.ijnurstu
LeBlanc, V. (2009). The effects of acute stress on performance: Implications for health professions education. Academic Medicine, 84(10), 25–33.
Ledesma, C. (2011). Relationship-based care: A new approach. Nursing, 42(2), 46–49.
Richards, K., Sheen, E., & Mazzer, M. (2014). Self-care and you: Caring for the caregiver. Silver Spring, MD: nursingbooks.org
Warshawsky, N. & Havens, D. (2014). Nurse manager job satisfaction and intent to leave. Nursing Economic$, 32(1),
Zastocki, D., & Holly, C. (2010). Retaining nurse managers. American Nurse Today, 5(12). Retrieved from