Nursing leadership style and error management culture: a scoping review

Abstract

Purpose This paper aims to assess the influence of nursing leadership style on error management culture (EMC). Design/methodology/approach This scoping review was conducted following the integrative review methodology of the Joanna Briggs Institute (JBI) and the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA). PubMed, CINAHL, Scopus, Web of Science, Embase and EBSCO databases were systematically searched to identify studies on nursing leadership, error management and measurement, and error management culture. The studies’ methodological quality was then assessed using the JBI Critical Appraisal Checklist for Analytical Cross-Sectional Studies. Findings Thirteen manuscripts were included for review. The analysis confirmed that nursing leadership plays an important role in EMC and nurses’ intention to report errors. Three emerging themes were identified: 1) leadership and EMC; 2) leadership and the intention to report errors; and 3) leadership and error rate. Research limitations/implications A major limitation of the studies is that errors are often analyzed in a transversal way and associated with patient safety, and not as a single concept. Practical implications Healthcare managers should promote training dedicated to head nurses and their leadership style, for creating a good work environment in which nurses feel free and empowered to report errors, learn from them and prevent their reoccurrence in the future. Originality/value There is a positive relationship between nursing leadership and error management in terms of reduced errors and increased benefits. Positive nursing leadership leads to improvements in the caring quality.