Coaching leadership in the evaluation of nurses, nursing technicians and assistants
DOI:
https://doi.org/10.5935/1415-2762.20200043Keywords:
Leadership, Mentoring, NursingAbstract
Objectives: to identify nurses' self-assessment of leadership coaching and the assessment of Nursing technicians and assistants about their leader. Correlate the variables: age, sex, graduation, postgraduate, institution and training times, position and work shift with the domains of leadership coaching (communication, feedback, power and influence). Method: correlational study in two hospitals (A and B) in São Paulo, SP, Brazil. For data collection, two validated questionnaires were used called: “Questionnaire for nurses' self-perception in the exercise of leadership” and the other for Nursing technicians and assistants (the led): “Questionnaire for the perception of Nursing technicians and Nursing in the exercise of leadership". The sample, for convenience, consisted of 104 pairs, with 52 nurses and 52 technicians/assistants from hospital A and an equal amount at hospital B. Descriptive statistics and the Mann-Whitney test were used (p <0.010). Results: at hospital A there was a divergence between the nurses' selfperception of their coaching leadership and the evaluation of Nursing technicians and assistants regarding their leader (p=0.008), considering the total score of the scales. In hospital B, only the “communication” domain was different (p=0.010) and, in this location, the variable graduation of technicians and assistants was significant for “power” (p=0.03). Conclusion: leaders were recognized differently by their leds, considering the domains of leadership coaching. This should be an opportunity for improvement to establish new paths when leading a team and achieving the established goals.
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