How Nursing Managers Respond to Intraprofessional Aggression: Novel Strategies to an Ongoing Challenge

The sub-practice of giving autonomy to employees empowered employees to resolve conflicts independently.

“This sub-practice also empowered employees to resolve conflicts independently (St-Pierre 2012) and helped them maintain an ownership mentality that motivated them to excel (Wei et al. 2020).”

When giving support, managers acted as mentors and offered tools.

“When giving support, managers acted as mentors and offered tools (St-Pierre 2012)”

Managers empowered employees and enhanced IPC through their sub-practice of physical presence in the workplace.

“Managers empowered employees and enhanced IPC through their sub-practice of physical presence in the workplace (St-Pierre 2012).”

The core practice of communicating and informing includes defining goals.

“defining goals (Al Sayah et al. 2014;Clark and Greenawald 2013;St-Pierre 2012;Verbeek et al. 2024)”

The sub-practice of proactivity consisted of conducting regular interventions and follow-up meetings, and addressing issues without delay.

“conducting regular interventions and follow-up meetings, and addressing issues without delay (St-Pierre 2012).”

Managers' clear expectations had a positive effect on group dynamics and on managing aggression in the workplace.

“Managers' clear expectations had a positive effect on group dynamics and on managing aggression in the workplace (St-Pierre 2012).”

IPC was enhanced through managers' sub-practice of taking responsibility, including recognising their own responsibilities and being accountable for multidisciplinary procedure.

“IPC was enhanced through managers' subpractice of taking responsibility, including recognising their own responsibilities (St-Pierre 2012) and being accountable for multidisciplinary procedure (Aagaard et al. 2020).”

Several of the included studies primarily aimed to explore interprofessional conflicts and strategies to resolve them.

“Several of the included studies primarily aimed to explore interprofessional conflicts and strategies to resolve them (Brown et al. 2011;St-Pierre 2012).”

Studies emphasising managers' physical presence were addressing collaboration from the viewpoints of newly graduated nurses or interprofessional conflicts.

“It is noteworthy that studies emphasising managers' physical presence were addressing collaboration from the viewpoints of newly graduated nurses (Pfaff, Baxter, Jack, and Ploeg 2014;Pfaff, Baxter, Ploeg, and Jack 2014) or interprofessional conflicts (St-Pierre 2012).”

Studies that examined interprofessional conflicts or establishment of new interdisciplinary procedures were articulating especially toward managers' proactivity and responsibility.

“Notably, studies that examined interprofessional conflicts (Brown et al. 2011;St-Pierre 2012) or establishment of new interdisciplinary procedures (Aagaard et al. 2020;Wills et al. 2023) were articulating especially toward managers' proactivity and responsibility.”

Empowering employees to resolve conflict by themselves enhances interprofessional collaboration.

“Empower employees to resolve conflict by themselves”

Regular interventions enhance interprofessional collaboration.

“Regular interventions”

Addressing issues without delay enhances interprofessional collaboration.

“Addressing issues without delay”

Organising follow up-meetings enhances interprofessional collaboration.

“Organising follow up-meetings”

Recognising one's own responsibilities enhances interprofessional collaboration.

“Recognising one's own responsibilities”