INTRODUCTION
Henry Mintzberg introduced the theory of managerial roles in the 1970s. He divided ten managerial roles into three categories: interpersonal, informational, and decision-making, with the aim of providing a systematic approach to the tasks of a manager in an organization. Mintzberg argued that these roles are common to all managers and help employees understand managerial activities. Each managerial role has its own unique set of duties and responsibilities that can help managers lead their teams more effectively. Of course, a manager cannot be equally skilled in all ten roles; they are less skilled in some and more skilled in others depending on the context of their work (Bakic, 2024; Rood, 2025; Chiraag, 2024; Peek & Wess, 2025; Mahr & Hartzell, 2023; Kilíková, 2018; David, 2014; Mathews, 2024; Rossingol, 2022). A managerial role can be defined as an organized set of behaviors that are manifested and identified with a specific position in the managerial hierarchy (Rossingol, 2022; Kilíková, 2018; Mahr & Hartzell, 2023). Excellent communication and leadership skills are expected from managers. The implementation of managerial roles according to Mintzberg is essential for improving teamwork and optimizing managerial functions.
Interpersonal roles relate to the manager's unique position as a contact person within and outside the organization. They involve interactions with other people and are related to the manager's formal authority. They enable managers to establish and maintain effective working relationships that are essential for organizational success; build relationships and lead teams; represent the organization in various contexts. The category of interpersonal roles includes all forms of behavior structured in relationships of multiple people, whose nature may be personal, based on feelings or emotions, or professional.
Informational roles are focused on gathering, disseminating information, and communication. Understanding and fulfilling these roles ensures seamless communication, streamlines the flow of information and collaboration at various levels within the organization, and enables informed decision-making.
Decision-making roles are crucial in Mintzberg's framework of managerial roles because they directly affect the strategic direction of the organization and its operational efficiency. Managers in decision-making roles are responsible for initiating changes, managing crises, and allocating resources. Within decision-making roles, the nursing manager must possess the ability to decide and choose what is best for the organization, selecting from all possible alternatives (Kilíková, 2018; Stacho, & Stachová, 2020).
The key activities of the nurse manager in fulfilling individual roles in practice are summarized in Table 1.
Table 1 Roles of the Nurse Manager – Key Activities in Practice
| Interpersonal Roles | |
|---|---|
| Figurehead | formally represents the organization at social events; fulfills legal and social obligations; signs legal documents; maintains a professional image; represents the organization at official events and ceremonies; as a representative of the organization, the manager creates a positive image and contributes to the organization's positive reputation |
| Leader | motivates and leads employees; the role involves almost all interactions with subordinates; provides feedback and support to subordinates; sets performance goals and monitors performance metrics |
| Liaison | builds and maintains a network of contacts within and outside the organization; the role requires strong networking skills and the ability to build trust with various external collaborators (suppliers, colleagues in the field); collaborates with educational institutions to attract talented new employees |
| Informational Roles | |
| --- | --- |
| Monitor | seeks and obtains work-related information; trends in the field, about competitors; monitors legislative norms, professional press, periodicals; attends seminars and training; maintains personal contacts |
| Disseminator | disseminates information to others within the organization; informs employees and subordinates about decisions; sends messages; filters information and decides which information is needed for internal communication; Mintzberg distinguishes two types of information: factual and value-based. |
| Spokesperson | communicates information to external parties; participates in conferences/meetings; the role requires excellent communication skills and the ability to convey the organization's vision, mission, and values |
| Decision-Making Roles | |
| --- | --- |
| Entrepreneur | identifies and initiates new opportunities, projects; implements innovations |
| Resource Allocator | decides on the allocation of resources; proposes budget, strategically plans, sets priorities |
| Negotiator | advocates for the business interests of the organization; participates in important negotiations within the team, department, organization, and with external suppliers; the role requires strong negotiation skills |
| Disturbance Handler | resolves disputes, problems, crisis situations; acts as a mediator; takes corrective actions; settles conflicts among subordinates, selects strategic alternatives, resolves crisis situations to minimize negative impacts on the organization – promotes a harmonious working environment and minimizes disruption to productivity |
Source: author, 2025 (processed according to literary sources)
In the study, we focus on the generational cohort "Z", as these nurses are currently studying at universities and are gradually influencing the labor market by implementing new trends; however, the labor market has not yet adapted to the needs and expectations of cohort "Z". By 2030, it is expected that 34% of the workforce will consist of individuals from generation "Z". The future of the labor market will be increasingly shaped by generation "Z" in the coming years, who strictly maintain boundaries between work and private life, utilize technology, want to be fairly compensated, and demand employer involvement in social issues (Hulková, 2024).
OBJECTIVE
To find out preferences in the perception of managerial roles among nurses of the generational cohort "Z".
SAMPLE AND METHODS
The sample consisted of 47 nurses of generation "Z" who were also students at TnUAD in Trenčín. All nurses had completed first-level university education. The qualitative study was carried out in the period September – October 2025 using focus group and interview methods. We used conceptual content analysis (QCA) (Schreier, 2012; Krippendorf, 2019) as a structured approach for data processing – interview transcripts and information from focus groups – to determine which roles nurses of generation "Z" consider most significant based on Mintzberg's theory. At the same time, the nurses were asked to justify their choice. Data from the nurses were transcribed and divided/coded according to the three categories of managerial role theory. The focus group method is used to process participants' experiences, opinions, and attitudes, with the facilitator (the author of the paper) observing and guiding the mutual reactions of participants, utilizing group interaction. The obtained data are presented in summary tables and graphs.
RESULTS AND DISCUSSION
The study offers insight into the applicability of Mintzberg's theory of managerial roles in nursing. According to Mintzberg, a managerial position involves a combination of three basic activities: gathering information, sharing information, and strategic decision-making (Bakic, 2024). The nurses of the generational cohort "Z" who participated in this study selected three roles out of ten that they consider most significant: the roles of leader, monitor, and disturbance handler. We relate the selection of these roles to the characteristics of generation "Z": they need guidance, support, feedback, want to be informed about events in the organization, place emphasis on relationships, and know how to seek information. The nurses of the generational cohort "Z" considered the role of leader to be the most important in the category of interpersonal roles (leader, liaison, figurehead) (n=42).
Graph 1 Preferences in the Perception of Interpersonal Roles by Generation Z Nurses
The nursing manager as a leader influences the atmosphere in the organization, leads and motivates nurses. Mintzberg identifies the leadership role as one of the most significant because it is part of other managerial activities, such as decision-making (Bakic, 2024). The manager fulfills the role of leader in practice by participating in the recruitment and selection process of nurses, setting criteria for employee hiring, and supporting and monitoring the professional progress of nurses. Mathews (2024) recommends that managers, to improve their fulfillment of the leader role, should inspire and motivate their team to perform at their best; provide them with opportunities and support for personal and professional growth; build cohesive teams by creating a collaborative and supportive environment; and shape organizational culture. Rossingol (2022) recommends, to improve the leader role, increasing personal emotional intelligence and striving to understand what motivates employees.
The interpersonal roles also include the liaison role, and in practice the nurse manager fulfills this role by building personal networking with other managers, supporting professional partnerships, and maintaining an effective network of contacts to obtain competitive information (Bakic, 2024). Table 2 presents selected responses from participants who preferred the leader role among the interpersonal roles.
Table 2 Participant Responses – Interpersonal Roles
| Participant | Selected Responses and Justification of Choice |
|---|---|
| Participant 3 | "I consider the role of leader to be key. The nurse manager as a leader sets the direction for the entire team. She motivates her colleagues, creates a positive working atmosphere, and ensures that every team member knows their rights and responsibilities. In a hospital environment where work is often carried out under stress and time pressure, good leadership is essential." |
| Participant 5 | "A nurse in a leadership position should possess leadership skills not only for managing the department but also for leading and coordinating the team of nurses. The head nurse should be able to provide support, motivation, but also criticism. Another important task is creating a suitable working environment. The head nurse as a leader must have a clear vision, concept, and overview of her team. She should continue to educate and improve herself so that she can be an example for her team and provide support and motivation for employee education. As a leader, she should be available to her team in any situation. The head nurse should have built good, solid, and trusting relationships while maintaining a professional level. A leader must demonstrate certain qualities such as responsibility, decisiveness, fairness, flexibility, critical thinking, and others. A nurse as a leader must have professional competence, credibility, and respect. I consider the role of the nurse as a leader important because the leader guides and manages her team, which can contribute to improving the provision of nursing care to patients. Without a leader, 'chaos' could arise. The head nurse can effectively distribute tasks and eliminate 'chaotic' situations." |
| Participant 7 | "The task of the head nurse is to organize and lead the department's operations. Nurses should be motivated, guided, and supported by the head nurse. The head nurse also plays a very significant role in creating a suitable working environment – materially and in terms of staffing. The head nurse should continuously educate herself and subsequently support nurses in their professional development. The word leader evokes in me several qualities that the head nurse should have – objectivity, fairness, firmness, respect, and humanity. The head nurse as a leader should stand up for her team. To a large extent, she should also be friendly, while maintaining professional distance. It is necessary to have trust between the head nurse and employees, because based on that trust, employees do not have to be afraid to confide in her about workplace problems. The reason for choosing this role is that the kind of leader the head nurse is will also be reflected in the department's operations." |
| Participant 10 | "When someone says leader, I imagine a strong and confident personality. A leader for me is someone who is direct, decisive, and organized. The nurse manager as a leader should know how to lead and coordinate her team, maintain positive relationships among staff, help her subordinates to educate themselves and support their education and professional growth. She should be friendly, yet objective, impartial, and fair. She should have firmly set boundaries. The nurse manager as a good leader should be a positive example not only for her subordinates but also for other managers. In this role, I also perceive the importance of the ability to motivate and inspire others, which I believe is the foundation for quality teamwork. In the future, I would like to become such a leader because I believe that a positive attitude can significantly influence not only the team but also the care of patients themselves." |
| Participant 14 | "The role of leader is the most important of all three for me. The very term 'leader' commands respect and points to a person who is perceived as an authority. A leader should be recognized not only for their professional knowledge and experience but also for their human and communication skills. They should not inspire fear, but rather trust and certainty; they should be a person whom subordinates turn to with respect and a willingness to follow. Such a person should represent a role model that others look up to with the thought: 'One day I want to be like her.' The task of a leader is to show the right direction, motivate the team, support its development, and also be able to resolve conflicts or problems. A good leader knows how to reprimand fairly, but also to praise. A leader should be the strongest link of the team not only professionally but also morally, ethically, and personally. The head nurse, as a leader on the ward, plays a key role in building the working atmosphere, maintaining the quality of care provided, and guiding the entire team so that all team members feel a sense of belonging and responsibility for their work." |
| Participant 21 | "From the category of interpersonal roles, from my perspective, the most important role is the leader. The nurse manager must effectively organize and motivate her team, have authority, but at the same time be a point of reference for her subordinates that they can always turn to. The head nurse should be a leader who is able to support and guide her team not only towards career but also personal growth. She should ensure that rules are followed, while also showing understanding for possible mistakes and errors, which she subsequently addresses in the spirit of a culture of safety and fairness. A good leader does not limit her management to work alone but creates an atmosphere of trust within the team, focusing on building collaboration and communication for the effective achievement of common goals." |
| Participant 34 | "Among the interpersonal roles, which arise from establishing and maintaining relationships, I consider the role of leader to be key. It is the one who can hold the group together and lead it toward a common goal – providing effective and quality nursing care. A leader, through their personality and approach, shapes team dynamics. If they cannot properly monitor its direction and systematically develop it, individuals may easily stray from set goals and, instead of progressing, begin to hinder collective progress. The nurse manager in the role of leader performs essential personnel functions – from recruitment, through training and motivation, to evaluation. In times of persistent staff shortages, the quality of her leadership becomes a decisive factor in retaining experienced nurses and preventing burnout syndrome. The leader is the bridge between hospital strategy and the team's daily work. She transforms vision into specific tasks, oversees their fulfillment, and through coaching directly influences the maintenance of standards, patient safety, and process efficiency. Nursing is a profession associated with high emotional burden and stress, which naturally brings conflicts. Only a strong, fair, and empathetic leader can resolve these situations constructively, maintain a healthy working climate, and ensure team cohesion. While the role of Figurehead gives the team legitimacy and the role of Liaison secures resources, it is the Leader who motivates people to come to work, stay there, and perform it with dedication. Without a well-functioning team, symbolic representation or external contacts would remain empty gestures." |
| Participant 45 | "The role of the leader is like the roots of a tree – it holds everything together and provides stability. A nurse in this position must not only organize and assign tasks but also give her team a sense that their work matters. A leader is not someone who stands at the top and gives orders. A true leader leads by example. They know how to encourage when it is hardest, how to thank when someone deserves it, and how to set boundaries when necessary. I think that without a good head nurse, the work on the ward could resemble chaos – everyone would be doing something, but a common direction would be missing. That is why I see the role of the leader as the ability to turn individuals into a real team that pulls together." |
In the category of informational roles (disseminator, monitor, spokesperson), the role of monitor dominated in our study (n=23). The nurse manager as a monitor constantly seeks information, gathers news; in practice, she receives information about patients, suppliers, competitors, marketing changes, and technologies (Bakic, 2024).
Graph 2 Preferences in the Perception of Informational Roles by Generation Z Nurses
Mathews (2024) emphasizes the importance of information management in modern leadership. According to Nurmeksela et al. (2021), communication and information management are also a significant part of the nurse manager's working day. Rossingol (2022) warns about information overload, when managers receive too much information in a short period of time (emails, messages, materials to read, etc.). The author recommends setting priorities and establishing a time limit for gathering information; learning effective reading strategies; not paying attention to information that is not relevant. Table 3 presents a selection of responses from nurses who considered the role of monitor the most important and their justification.
Table 3 Participant Responses – Informational Roles
| Participants | Selected Responses and Justification of Choice |
|---|---|
| Participant 3 | "In my opinion, a significant role of the nurse manager is the monitor. The monitor carefully observes processes on the ward, evaluates the work of her team, and identifies potential problems before they escalate into serious complications. In healthcare, this role is truly important because it is an environment where even minor errors can have serious consequences for patient health. The importance of this role lies in the ability to correctly analyze the situation with perspective, objectively evaluate suggestions for improvement, and ensure the workplace complies with all regulations and standards to provide quality care." |
| Participant 15 | "From the category of informational roles, in my opinion, the key role is that of the monitor. The nurse manager must constantly monitor the course of events at the clinic and in the hospital in order to respond to current needs. Monitoring includes, for example, tracking personnel changes, availability of materials, or organizational directives from hospital management, all of which are extremely important for the operation of the workplace. Another reason I chose the role of monitor as the most important is the fact that the manager also monitors nurses' working conditions and workplace safety, with the opportunity to propose necessary changes and improvements. I think that a very important task is also monitoring the impact of legislation on nursing so that the clinic operates in accordance with current regulations. If the manager did not have this information available, she could neither make correct decisions nor give accurate instructions to other nurses. The role of the monitor is therefore the foundation from which other functions of the nurse manager derive, because without quality information it is impossible to respond effectively to changes and lead the work team." |
| Participant 16 | "In the category of informational roles, I was particularly drawn to the monitor. From my perspective, a very key role because it involves monitoring, obtaining, and analyzing information needed for managing the department/clinic. The manager in this role must monitor internal events within the team, evaluate work performance, employee needs, and also monitor changes in legislation. An important part, in my opinion, is also monitoring current trends in nursing, which ensure the quality of care provided and the modernization of procedures." |
| Participant 21 | "The role of monitor is, in my opinion, the most significant in the category of informational roles. The distribution of information is of course an important task in management positions, but the ability to search for information, analyze its relevance, and critically understand it is essential. The essence of the monitor's role is to capture relevant information so that the nurse manager is able to anticipate potential risks, monitor the work of her team, and help ensure quality and safe patient care. In my opinion, the role of monitor can be considered the most significant because without systematic gathering and analysis of information, its distribution is not possible. The nurse manager must have an up-to-date and extensive overview of legislative, clinical, and organizational standards as well as the latest trends not only in nursing." |
| Participant 23 | "The task in this role is to seek and gather information needed to understand the life of the organization and events in the external environment. The nurse manager can obtain this information from formal sources, such as meetings, information networks, or professional press, as well as from informal sources, for example conversations with colleagues or other head nurses. In my opinion, the significance of this role is that the nurse manager has an overview of the current situation in the organization and can respond in time to changes that may affect the department's operations. If she has enough information, she can better plan, prevent problems, and ensure the team is ready for new demands. In this way, she can therefore ensure nurses' education in innovations and thus guarantee the quality of nursing care adapted to innovations. I think that the role of monitor is also essential because healthcare is a dynamic environment where conditions and requirements change rapidly. A nurse manager who actively monitors events both inside and outside the organization can adapt the department's strategy and thereby increase the quality of care provided." |
| Participant 34 | "Among the informational roles (monitor, disseminator, spokesperson), the nurse manager in the role of monitor acts as the entry gate for all other activities. It is she who creates a solid information base from which modern, effective, and innovative care provision can grow. Thanks to the ability to identify gaps and quickly respond to emerging problems, she can prevent the care system from collapsing like a house of cards. Without continuous monitoring, the department would function like a ship without a compass – the basic crew would be present, but it would lack direction, vision, and certainty of where it is sailing. The role of the monitor is therefore not only about gathering data but also about capturing subtle environmental signals: signs of dissatisfaction within the team, looming infection risks, or changes in legislation. The disseminator ensures that relevant information flows within the organization, and the spokesperson subsequently presents it externally. This information is an essential prerequisite not only for interpersonal roles but especially for decision-making roles – from disturbance handler to resource allocator. A problem we do not know about cannot be solved. The role of the monitor requires the nurse manager to actively listen, be present in the events on the ward, and perceive the reality at the patient's bedside. While the figurehead speaks outwardly on behalf of the department, the monitor listens. That is where her strength lies – it allows her to understand the real needs and challenges that need to be addressed. The monitor can be compared to the sensors on a control tower. If the sensors do not capture information about the weather, wind direction, or fuel status, the control tower cannot issue instructions for takeoff or coordinate communication with other airports. Similarly, the nurse manager – without thorough collection and interpretation of information, all other roles would remain non-functional. Monitoring is therefore the foundation upon which the entire architecture of managerial work stands." |
| Participant 45 | "The monitor is quieter, less visible at first glance, but in reality has eyes everywhere. For me, this role is a symbol of vigilance and responsibility. The nurse manager as an observer – monitor – constantly watches what is happening – among patients, among colleagues, and on the ward. She notices details that others miss. I feel that the ability to observe is the foundation of wise decision-making. Whoever does not gather information cannot act correctly. This role is also close to me because it reminds me a little of myself – I have always liked to observe what is happening around me and notice details that others might have overlooked. Since childhood, I have been the type who quietly takes things in at first and only later joins the conversation. I think that is also why this role feels close to me and natural." |
From the decision-making roles (entrepreneur, resource allocator, disturbance handler, negotiator), nurses preferred the role of disturbance handler (n=36). Mahr & Hartzell (2023) describe the behavior of a manager in the role of disturbance handler, who must resolve unpredictable situations. The sources of these situations may vary and may be caused by employees, clients, external factors, etc. In such a situation, having reliable and up-to-date data is essential for successful decision-making. The manager's ability to respond, negotiate, regulate, and face such circumstances must be at a high level. Selected participant responses and justification of their choice from decision-making roles are presented in Table 4.
Graph 3 Preferences in the Perception of Decision-Making Roles by Generation Z Nurses
The work of nurse managers is currently more demanding; they devote more working time to administrative activities and, according to Nurmeksela et al. (2021), focus mainly on organizing, planning, and resource management.
Table 4 Participant Responses – Decision-Making Roles
| Participants | Selected Responses and Justification of Choice |
|---|---|
| Participant 3 | "Since unexpected situations occur daily in healthcare – such as lack of resources, conflicts among healthcare workers in the team, and also a challenging environment, conditions, and situations – it is important that a manager is present in the role of disturbance handler. The nurse manager in the position of disturbance handler focuses on finding specific and practical solutions to these problems. A nurse in the position of disturbance handler must react quickly and promptly to unexpected situations that threaten the achievement of predetermined goals. The role of disturbance handler thus helps ensure that the team's plans and visions are translated into real and quality patient care." |
| Participant 5 | "The head nurse should be able to handle the role of problem solver. This role is also very important because the healthcare environment is often unpredictable, dynamic, and challenging. The nurse as a problem solver must be able to ensure the smooth operation of the department and eliminate situations that could threaten the quality of care provided or the satisfaction of patients and employees. Various problems can arise at the department/workplace, such as conflicts within the team or changes in the patient's health condition. As a problem solver, the nurse manager must be able to effectively analyze the situation, identify the cause of the problem, and propose an appropriate solution. In my opinion, a nurse as a problem solver should have critical thinking, communication skills, and resistance to stress. She should be able to quickly and effectively resolve personnel, technical, and material problems." |
| Participant 7 | "Problems can arise at any workplace that need to be resolved, so it is essential that the head nurse has a positive and active attitude toward conflict resolution. She should not be biased toward certain individuals. Problems may not only be personnel-related but also material and technical. The task of the head nurse also includes resolving crisis situations. Key for the head nurse is a quick, effective, and correct response to emerging problems. The role of the nurse as a problem solver is, in my opinion, the most important because if the head nurse does not know how to solve everyday problems, she cannot fulfill the role of leader in her team." |
| Participant 10 | "The nurse manager as a disturbance handler should be able to analyze the situation, look for possible solutions, and decide on the most appropriate one. I think that a disturbance handler is not just someone who decides quickly, but above all someone who can approach problems with composure, empathy, and responsibility. It is also very important to involve the team in the solution and seek compromises that support cooperation and a good atmosphere. For me, this role is key because the nurse manager in this way contributes to the stability of the working environment and increases the effectiveness of patient care." |
| Participant 14 | "At every workplace, conflicts or situations occasionally arise that require immediate resolution. Then it is important to find someone who can react calmly, thoughtfully, and with the aim of finding a compromise. A nurse in the role of disturbance handler plays a significant role in calming the working atmosphere so that the team can continue to function. I find this role appealing because I realize that conflicts are a natural part of teamwork. It is not about completely preventing them, but about handling them in the right way. I see this as a skill that I would like to develop in myself, because it is the disturbance handler who contributes to the stability and functioning of the entire team." |
| Participant 21 | "From the category of decision-making roles, I consider the role of disturbance handler (mediator) to be essential. The nurse manager should be able not only to prevent conflicts but also to resolve them. She should be able to communicate with every type of personality and seek solutions for the benefit of the entire team. Conflicts in the workplace are natural, but if they are not handled properly, they can contribute to reduced job satisfaction, deterioration of mental health, and can also increase staff turnover. Fairness and objectivity should be a given. If I were to be a manager, I would try to be fair, resolve conflicts openly and at the very beginning. Once a month, I would introduce a 'suggestion system' where staff could leave anonymous messages, comments, and proposals that we could discuss collectively. I would try to represent my status through my knowledge and conduct. My priority would be job satisfaction and team cooperation among the staff." |
| Participant 34 | "Among the decision-making roles, the disturbance handler emerges as one of the most crucial figures. Their role is fully manifested in moments when unexpected events threaten patient safety or operational continuity – whether it is a sudden deterioration in health condition, a medication error, equipment failure, or unexpected staff departure during a shift. While delay in other decision-making roles, such as the entrepreneur position, has consequences only in the long term, the failure of the disturbance handler has immediate and often very serious consequences. This role is the guardian of continuity of care. Every disruption that disturbs the normal routine must be addressed with the highest priority to prevent a chain reaction of complications. The disturbance handler returns the department to a state of functional balance and stability. Decision-making in this role takes place under strong time and emotional pressure. The nurse manager must instantly reassess available resources (in the role of allocator) and often also reprioritize long-term projects (in the role of entrepreneur). The decisions she makes in these moments are often a matter of the patient's life and health. While the entrepreneur builds the department of tomorrow and the allocator directs the optimal use of resources, the disturbance handler is the one who saves the department here and now. Without her ability to manage crises, there would be no solid foundation upon which to build any long-term vision or optimization." |
| Participant 35 | "In the category of decision-making roles, I consider the role of problem solver to be the most important. The healthcare environment is constantly changing and brings new challenges – from acute clinical situations, through staff shortages, to technical failures or unexpected events such as system outages or patient complaints. The nurse manager must be able to react quickly, analyze the situation, identify the causes of the problem, and adopt effective solutions. This role requires the ability to remain calm even in stressful situations. For example, in the event of a sudden power outage or healthcare system failure, the nurse manager must immediately coordinate the team, ensure patient safety, communicate with the technical department, and implement emergency measures. A quick and correct decision can prevent serious consequences. This role requires a combination of experience, decisiveness, communication skills, and the ability to bear responsibility. Problem-solving is a daily part of managerial work and mastering it is essential for maintaining the department's operations and the satisfaction of both patients and employees." |
| Participant 42 | "From the decision-making roles, I chose the role of dispute handler. No team can completely avoid disagreements – especially in a demanding and stressful environment such as a hospital ward. Conflicts can arise between colleagues, as well as between healthcare workers and patients or their families. The task of the nurse manager is not only to resolve these situations but often also to prevent them through appropriate communication, timely intervention, and an objective approach. Dispute resolution requires empathy, the ability to hear both sides, and at the same time maintain professional distance. A manager who handles this role well contributes to healthy team dynamics and minimizes tension that could negatively affect the care provided." |
| Participant 45 | "What appeals to me most is the role of disturbance handler. In healthcare, we encounter emotions every day – fear, pain, fatigue, and tension. Where there are emotions, conflicts also arise. It is not always about major disputes; sometimes a small misunderstanding between colleagues or a lack of understanding from a patient is enough. But even such 'little things' can shake the atmosphere on the ward. The nurse manager as a conflict resolver must have an enormous amount of empathy, yet also strength of character. I think that it is precisely in this role that true strength of personality is shown – being able to step into a tense situation, listen to both sides, and seek a path to a fair resolution. I imagine her as a bridge between two banks – between people who have found themselves in tension, and who without her intervention would remain separated from each other." |
Huikko-Tarvainen, Tuovinen, Kulmala (2025) investigated which of Mintzberg's managerial roles medical students considered most significant. They observed significant differences among the individual roles. The most important role according to the students was the role of leader. As many as 96% of students reported its importance (the average Likert scale value was 4.6). The qualitative analysis of the study confirmed that employees expect from a leader support, fair treatment, guidance, mentorship, recognition of their subordinates' expertise, and provision of a working environment that allows them to fulfill their tasks. These findings resonate with Mintzberg's claim that a leader should facilitate the alignment of individual aspirations with organizational goals, and through a supportive and fair environment, shape the workplace atmosphere and organizational culture. Other significant roles included disseminator (95%) and monitor (92%). Women considered the role of monitor more important than men. The author team Silva et al. (2024) also focused in their qualitative study on the role of the nurse manager as a leader based on Mintzberg's theoretical framework. The sample consisted of ten nurses working in a university hospital in the state of Bahia, Brazil. The study by Alanazi, Falqi (2023) was based on a quantitative cross-sectional design. The research involved middle-level managers at Aseer Central Hospital in Abha, Saudi Arabia (n=52). The managers identified the role of leader as the most significant (85%), and the role of figurehead as the least significant (23%). The liaison role falls into the category of interpersonal roles (43%). In the category of informational roles, managers preferred the role of monitor (64%), disseminator (62%), and considered spokesperson the least significant (27%). The ranking of roles in the decision-making category according to managers was as follows: disturbance handler (69%), negotiator (49%), entrepreneur (39%), and resource allocator (36%).
Recommendations for practice are addressed to nursing managers and universities.
- Develop and implement leadership development programs with an emphasis on generational differences.
- Plan succession in managerial positions in nursing.
- Develop generationally diversified procedures for the recruitment and selection of nurses, adaptation and motivation programs.
- Promote open communication in the nursing team.
- Focus education and training of future nursing managers on strengthening leadership skills and communication abilities.
- Actively involve nursing managers in the education of nurses.
CONCLUSION
The study offers insight into the applicability of Mintzberg's theory of managerial roles in nursing and can serve as a resource to supplement the literature and for educational purposes for future nurse managers. The results may inspire further research, comparative studies across educational institutions or countries, and would thus help clarify and supplement differences in the perception of managerial roles from the perspective of generational diversity in nursing teams.
Although Mintzberg's framework of managerial roles remains valid, the dynamics of the modern workplace have brought several significant changes. Currently, the nursing manager must contend with changes in the nature of work, changes related to the use of modern technologies, and the changing expectations of nurses. However, Mintzberg's managerial roles can continue to serve as a valuable guide for managers at all levels, providing them with valuable insights for improving their leadership skills.
Limitations
The conclusions cannot be generalized; the results apply only to the nurses who participated in the study. Given the number of nurses, the results serve to create a comprehensive picture of the researched issue in practice. The findings supplemented the literary sources by providing empirical support. Nevertheless, we believe that the results can be considered acceptable and have brought interesting findings on the basis of which solutions in nursing and management practice and education can be initiated.
Author: doc. PhDr. Viera Hulková, PhD., MPH Department of Nursing, Faculty of Healthcare, Alexander Dubček University of Trenčín in Trenčín ORCID 0000-0003-2631-1803
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