Abstract: Millennial nurses are beginning to accept leadership roles and soon will take over the healthcare industry because nurse administrators who belong to the Baby boomer generation will soon retire and leave the workforce. However, the perspectives on leadership and practice environment of millennial nurse administrators were not well-explored and investigated. Eight (8) millennial nurse administrators of tertiary hospitals in Iloilo City were purposively chosen. Through a qualitative descriptive inquiry, data were gathered using a semi-structure interview. Qualitative content analysis was employed in analyzing the transcripts of the study participants revealing meaningful patterns of categories as to their perspectives on leadership and their work environment, feelings and challenges. Millennial nurse administrators perceive leadership by way of directing, guiding, empowering and modeling to staff. They viewed their practice environment as having harmonious relationship while maintaining professional relationship among the healthcare team members, upholding standards and ensuring client satisfaction as a measure of quality care. Millennial nurse administrators shared feelings of being overwhelmed at the start yet fulfilling in the end. Lastly, they had challenges in dealing with older staff and in assuming the full responsibility and accountability of their unit. Considering the complexities in the healthcare profession, millennial nurse administrators cope with the responsibilities brought by their position as the major key players to ensure that the operations of the unit abides with the standards of practice. Underscoring the importance of staff relations without depriving the quality of nursing care services, millennial nurse administrators must be provided with understanding and support to enhance their leadership skills as they advance into higher leadership positions.

1. A QUALITATIVE DESCRIPTION OF
MILLENNIAL NURSE
ADMINISTRATORS’ PERSPECTIVES
ON LEADERSHIP AND THEIR
PRACTICE ENVIRONMENT
John Ian L. Lamasan Ryan Michael F. Oducado
Molo, Iloilo City Jaro, Iloilo City
(033)-09950874804 (033)-09195151788
jilamasan07@gmail.com rmoducado@wvsu.edu.ph

2. A QUALITATIVE DESCRIPTION OF MILLENNIAL NURSE
ADMINISTRATORS’ PERSPECTIVES ON LEADERSHIP
AND THEIR PRACTICE ENVIRONMENT
75% of the
workforce by 2030

3. 555,100 seasoned nurses will retire by
2020
1.13 million new registered nurses for
replacement

4. OBJECTIVES OF THE STUDY
The purpose of this qualitative descriptive study is to describe the
perspectives on leadership and practice environment of millennial nurse administrators
in hospitals in Iloilo City.
Specifically, this study aimed to:
Describe the outlooks of millennial nurse
administrators on leadership;
Describe the perspective of millennial nurse
administrators of their practice environment;
Describe the feelings toward being a nurse leader;
The purpose of this qualitative descriptive study is to describe the perspectives on
leadership and practice environment of millennial nurse administrators in hospitals in
Iloilo City.
Specifically, this study aimed to:
Determine the challenges faced by millennial nurse
administrators; and
Determine the implications to the nursing profession that can be derived
from the description of the participants about their challenges and
perspective on leadership and their practice environment.

5. METHODOLOGY
Describe the perspectives on leadership and practice
environment
Millennial Nurse
Administrators
20-35 years old;
A registered nurse of the Republic of the
Philippines;
With designated administrative position as
head nurse, nurse manager or similar rank;
Manages staff nurses in his/her assigned
unit or department;
With at least one year managerial
experience in nursing service
administration; and,
Currently employed in a tertiary hospital in
Iloilo City.
Officer-in-charge status in
nursing service department;
and
Appointed or designated head
nurses assigned in the nursing
service office or department
were excluded

6. METHODOLOGY
ASH
BRE
CAS
DAN
EVE
FIN
GIA
HEX

7. METHODOLOGY
Content analysis process described by Hsieh &
Shannon (2005) was observed in this study.
An analysis grid or table, similar to a repertory grid,
was used in grouping or clustering of responses
based on the objectives of the study.

8. “Directing”
“Modelling”
“Guiding”
“Empowering”
RESULTS
LEADERSHIP OUTLOOK
Leadership is managing
your people in a way
wherein your unit or
your area will have
smooth operations.
because I think it’s not
just leading people
toward a common goal.
It’s not just leading but
leading by example and
taking that beautiful
chance to unite,
empower people and be
a part of the
transformation.
It is a situation where
you gather people, you
guide people in all the
things they do and
while guiding, you
provide them with
objectives on how to
achieve their goals.
This way, they will have
productive goals.
You empower them
by teaching them
(staff) the ideas that
you have learned
Practice Environment Perspectives
Having harmonious relationship
Maintaining professional
relationship among the healthcare
team members”
Upholding standards
Ensuring client satisfaction
as a measure of quality care
It should be conducive
for learning at the
same time it should be
operational in such a
way that everybody is
safe. That you were
able to deliver quality
patient care and that
the people who are
working have
harmonious
relationship.
There should be
professionalism.
We must show to
others our
professional
attitude
An ideal practice
environment. Okay. One
thing. It has to be something
that comes along with the
standards. An ideal practice
environment is not ideal if
doesn’t practice the
standards which comes along
with it, and practice
environment should have a
goal, the staff should have a
goal which is to have a quality
goal not just a goal but it goes
with quality.
Well, we do client
satisfaction reports
regularly for all our
patients. I personally do
my morning rounds every
day, talking to the
patients and folks if there
are any problems with
the doctors, nurses or
any member of the
healthcare team, the set
up or any personnel in
the hospital.

9. RESULTS
Feelings Described
“Overwhelmed
at the start”
“Fulfilling in the
end”
It has not been an
easy journey, you
know , because it’s
not good moments all
the time. You know,
you will be faced by a
lot of challenges, and
you will be tested,
your patience will be
tested
Promotion Responsibility Acheivement
I feel happy
because being
appointed as
nurse
administrator
means that you
got promoted.
I feel really
honored, grateful
that at a young
age, I am already
trusted of this
responsibility
On the positive aspect,
I’m happy because I
have reached at an
early age the feeling of
being a self-actualized
nurse.”
Challenges Faced
“Dealing with
older staff”
“Assuming full
responsibility and
accountability”
Of course one of the
reasons is age. You
know, the problem is
on how to correct them
because they are older
than you are. You
cannot just reprimand
them because they
might think that you
have no respect for
elders
“I think as a nurse leader, the
negative side happens when
something affects the care
rendered to the patients. When this
happens, your unit will be tagged
negatively. Worse, the case will
spread as a rumor and reach the
other areas of the
hospital…Hence, being a leader
means that you need to
meticulously supervise your area.
If your staff has done something
unfavorable, it reflects your
leadership… like what they said,
there should be a good leader in a
unit”.

10. DISCUSSIONS

11. CONCLUSIONS

12. RECOMMENDATIONS

13. ACKNOWLEDGEMENTS

14. REFERENCES
 Greene, J. (2005). What nurses want: Different generations, different expectations. Retrieved from
www.hhnmag.com/hhnmag/hospitalconnect/
o search/article.jsp?dcrpath=HHNMAG/PubsNewsArticle/data/0503HHN_FEA_CoverStory&domain=HHNMAG
 Guberfain do Amaral, R.C. and Barbosa de Oliveira, L.(2017). The Challenges of First-time Management: A Survey with
Young Managers. Journal of Contemporary Management, 21 (3). Retrieved from
http://www.scielo.br/scielo.php?script=sci_arttext&pid=S141565552017000300373
 Hersey and Blanchard Situational Leadership Theory. (n.d.). Retrieved from http://www.free-management-
ebooks.com/faqld/leadtheory-06.htm
 Howe, N. & Strauss, W. (2007). The next 20 years: How customer and workforce attitudes will evolve. Harvard Business
Review. Retrieved from https://hbr.org/2007/07/the-next-20-years-how-customer-and-workforce-attitudes-will-evolve
 Hsieh, H. & Shannon, S. (2005). Three approaches to qualitative content analysis. Qualitative Health Research,15(9),
1277-1288. Sage Publications.
 Hutchinson, D., Brown, J., & Longworth, K. (2012). Attracting and maintaining the Y Generation in nursing: A literature
review. Journal of Nursing Management. Retrieved from https://www.ncbi.nlm.nih.gov/pubmed/22591146
 Institute for Labor Studies. (n.d.) ILS research sees rise in filipino “millennials”. Retrieved from http://ilsdole.gov.ph/ils-
research-sees-rise-in-filipino-millennials/
 Institute of Medicine. (2010). The future of nursing: Leading change, advancing health [e-book]. Retrieved from
http://books.nap.edu/openbook.php?record
o _id=12956, 221-254.
 Jooste, K. (2003). Essential managerial attributes of the nowadays nursing service manager in the South African context.
(Department of Nursing, Rand Afrikaans University). Retrieved from https://www.ncbi.nlm.nih.gov/pubmed/14596130
 Kanodia, R. and Sacher, A. (2006). Trait theories of leadership. Retrieved from
http://data.conferenceworld.in/ICSTM6/P141-153.pdf
 Kappel, M. (2016). How your business benefits when you hire millennials [Forbes]. Retrieved from
https://www.forbes.com/sites/mikekappel/2016/09/03/how-your-business-benefits-when-hiring-millennials/
 Karp, H., Fuller, C., & Sirias, D. (2002). Bridging the Boomer Xer gap: Creating authentic teams for high performance at
work [e-book]. Retrieved from http://books.google.co.nz
 Keeling, S. (2003). Advising the millennial generation. NACADA Journal, 23. Spring & Fall. Retrieved from
http://docplayer.net/15630986-Advising-the-millennial-g
 Kelly, K. (2014). Managing the multigenerational workplace. Retrieved from http://www.kenan-
flagler.unc.edu/~/media/Files/documents/executive-development/managing-the-multigenerational-workplace-white-
paper.pdfeneration.html
 Lafferty, J.M. (2017, July 3). Let’s cut millennials a break [The Philippine Star Global]. Retrieved from
http://www.philstar.com/business-life/2017/07/04/1716028/lets-cut-millennials-break
 Lake E. (2002). Development of the practice environment scale of the nursing work index. Research in Nursing and
Health. PubMed. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2517272/
 Latham, J. (2017). Qualitative Sample Size – How Many Participants is Enough? Retrieved
fromhttps://www.drjohnlatham.com/many-participants-enough/
 Lewin, K., & Lippitt, R. (1938). An experimental approach to the study of autocracy and democracy: A preliminary note.
Sociometry, 1, 292–300.
 Lincoln, Y. & Guba, E. (1985). Naturalistic Inquiry. 75, 332-357. Sage Publications.
 Maslanka, A (2004). Evolution of leadership theories. (Masters Thesis) Grand Valley State University, Michigan, United
States of America. Retrieved from
https://scholarworks.gvsu.edu/cgi/viewcontent.cgi?referer=https://www.bing.com/&httpsredir=1&article=1627&context=the
ses
 Meister, J., & Willyerd, K. (2010). Mentoring Millennials. Retrieved from
o https://hbr.org/2010/05/mentoring-millennials.
 Mitchel, A. (2013). The rise of the millennial workforce. Retrieved from https://www.wired.com/insights/2013/08/the-rise-of-
the-millennial-workforce/
 Morse, J. (1995). Qualitative health research. The significance of saturation. 5(2), 147-149. Sage Publications.
 Myers, M.D. (2008). Qualitative research in business & management. USA: Sage.
 Ng, E., Schweitzer, L. and Lyons, S. (2010). New generation , great expectations: a field study of the millennial
generation. Journal of Business Psychology25(2), 281-292. Retrieved from
https://link.springer.com/article/10.1007/s10869-010-9159-4
 Nurse Journal. (2017). 25 reasons why to get a masters in nursing. Retrieved from http://nursejournal.org/msn-degree/25-
best-reasons-why-to-get-a-msn-degree/
 Pew Research Center. (2010). Millennials: A portrait of generation next. Retrieved from
http://www.pewsocialtrends.org/files/2010/10/millennials-confident-connected-open-to-change.pdf
 Philippine Nursing Act of 2002 (2002). Retrieved from http://www.lawphil.net/statutes/repacts/ra2002/ra_9173_2002.html
 Philippine Statistics Authority. (2016). 2016 Annual Labor and Employment Status. Retrieved from
https://psa.gov.ph/content/2016-annual-labor-and-employment-status
 Polit, D.F. & Beck, C.T. (2012) Nursing research: Generating and assessing evidence for nursing practice. (9th
ed.).
Philadelphia, PA: Lippincott, Williams & Wilkins.
 Pollak, L. (2014). Millennials tomorrow’s leaders today. The Hartford Financial Services Group, (pp.1-5). Retrieved from
http://www.thehartford.com/sites/thehartford/files/millennials-leadership.pdf
Roussel, L., Thomas, P., & Harris, J. (2016). Leadership and management for nurse administrators. Jones & Bartlett Learning
(7th
ed.) Retrieved from
 Adkins, A. (2016). Millennials: The job-hopping generation. Business Journal. Retrieved from
http://news.gallup.com/businessjournal/191459/millennials-job-hopping-generation.aspx
 Ak, B., Arslan, G.G., Dikmen, Y., Karataşand, H. (2016). The Level of Professionalism of Nurses Working in a Hospital in
Turkey. Journal of Caring Sciences 2016, 5 (2): 95-102. doi: 10.15171/jcs.2016.010.
 Alligood, M.R. (2014). Nursing theorists and their work (8th
ed.). North Carolina, USA: Elsevier.
 American Association of Colleges of Nursing. (2005). With enrollments rising for the 5th consecutive year, US nursing
schools turn away more than 30,000 applicants in 2005. Retrieved from
www.aacn.nche.edu/Media/NewsReleases/2005/enrl05.htm
 American Association of Colleges of Nursing. (2012). New AACN data show an enrollment surge in baccalaureate and
graduate programs amid calls for more highly educated nurses. Retrieved from
http://www.aacn.nche.edu/news/articles/2012/enrollment-data
 American Nurses Association. (2014). The nursing workforce 2014: Growth, salaries, education, demographics & trends.
Retrieved from http://www.nursingworld.org/MainMenuCategories/ThePracticeofProfessionalNursing/workforce/Fast-
Facts-2014-Nursing-Workforce.pdf
 Anonson, J., Walker, M.E., Arries, E., Maposa, S., Telford, P. & Berry, L. (2014). Qualities of exemplary nurse leaders:
perspectives of frontline nurses. PubMed 22(1):127-36. John Wiley & Sons Ltd. doi: 10.1111/jonm.12092.
 Bass, B. (1974). Bass and Stogdill’s handbook of leadership theory, leadership and managerial applications. (3rd
ed.).
New York: The Free Press.
 Bass, B. (1990). Handbook of leadership: Theory, research, and managerial applications, (3rd
ed.). New York: The Free
Press.
 Bass, B.M. & Avolio, B.J. (1994). Improving organizational effectiveness through transformational leadership. Thousand
Oaks, CA: Sage Publications
 Burns, J.M. (1978). Transformational leadership [e-book]. Retrieved from
https://www.langston.edu/sites/default/files/basiccontentfiles/TransformationalLeadership.pdf
 Business Dictionary Online. (n.d.). Retrieved from http://www.businessdictionary.com/definition/leadership.html
 Brack, J. & Kelly, K. (2012). Maximizing millennials in the workplace [e-bok]. (pp. 3-4). Retrieved from https://www.kenan-
flagler.unc.edu/executive-development/custom-programs/~/media/DF1C11C056874D
o DA8097271A1ED48662.ashx
 Caramela, S. (2018, February 12). The management theory of Max Weber [Blog post]. Retrieved from
https://www.business.com/articles/management-theory-of-max-weber/
 Carlyle, T. (1888). On heroes, hero-worship and the heroic in history [e-book]. Retrieved from
http://www.gutenberg.org/files/1091/1091-h/1091-h.htm#link2H_4_0006
 Collins, H. (2010) Creative research: The theory and practice of research for the creative industries [e-book]. (pp.38).
Retrieved from http://books.google.co.nz
 Creswell, J. W.(2009). Research designs: Qualitative, quantitative and mixed-method approaches (3rd
ed.). California:
Sage Publications.
 Crotty, M. (1998). The foundations of social research. Introduction: The research
o process. London: Sage Publications.
 de la Cruz, G. (2016, October 2). What you need to know about millennials in the PH workforce. Retrieved from
http://www.rappler.com/newsbreak/iq/147883-what-you-need-know-about-filipino-millennials-workforce
 Dyess, S., Sherman, R., Pratt, B., Chiang-Hanisko, L. (2016). Growing nurse leaders: Their perspectives on nursing
leadership and today’s practice environment. OJIN: The Online Journal of Issues in Nursing, 21 (1). doi:
10.3912/OJIN.Vol21No01PPT04
 DeChane, D. (2014). How to explain the millennial generation? Understand the context. Inquiries Journal/Student Pulse, 6
(03).Retrieved from http://www.inquiriesjournal.com/a?id=878
 Duchscher, J.E.B. (2009). Transition shock: the initial stage of role adaptation for newly
o graduated registered nurses. Journal of Advanced Nursing, 65(5), 1103– 1113. doi: 10.1111/j.1365-
2648.2008.04898.x
 Employment Situation in October 2015 (2016): Author. Retrieved from https://psa.gov.ph/content/employment-situation-
october-2015-final-results
 Force, M.V. (2005). The relationship between effective nurse managers and nursing
o retention. The Journal of Nursing Administration, 35(7-8):336-41. Retrieved from
https://www.ncbi.nlm.nih.gov/pubmed/16077275
 Frey, L., Botan, C., & Kreps, G. (1999). Investigating communication: An introduction to research methods. (2nd
ed.)
Boston: Allyn & Bacon.
 Friedell, K., Puskala, K., Smith, M., Villa, N. (2014). Hiring, Promotion, and Progress: Millennials’ Expectations in the
Workplace. Retrieved from http://www.kyrafriedell.com/wp-content/uploads/2014/02/SOAN-371-Final-Paper.pdf
 Fries, K. (2017, June 8). 3 reasons why millennials are timid leaders. Forbes. Retrieved from
https://www.forbes.com/sites/kimberlyfries/2017/06/08/3-reasons-why-millennials-are-timid-leaders/#32bd72652889
 Fromm, J. (2015, November 6). Millennials in the workplace: They don't need trophies but they want reinforcement.
Forbes. Retrieved from https://www.forbes.com/sites/jefffromm/2015/11/06/millennials-in-the-workplace-they-dont-need-
trophies-but-they-want-reinforcement
 Fry, R. (2016).Millennials overtake baby boomers as America’s largest generation. Retrieved from
http://www.pewresearch.org/fact-tank/2016/04/25/millennials-overtake-baby-boomers/
 Fusch, P. I., & Ness, L. R. (2015). Are we there yet? Data saturation in qualitative research. The Qualitative Report, 20
(9), doi:1408-1416. Retrieved from http://www.nova.edu/ssss/QR/QR20/9/fusch1.pdf
 https://books.google.com.ph/books?id=l201jFBjt1YC&printsec=frontcover&source=gbs_ge_summary_r&cad=0#v=onepag
e&q&f=false
 Saifman, H. (2017). Millennial nurse manager perspectives on their leadership roles in the hospital setting: A
phenomenological inquiry. Retrieved from http://hdl.handle.net/10755/623422
 Sandelowski, M. (2000). Focus on research methods whatever happened to qualitative description? Research in Nursing
& Health. (pp. 334-340). University of North Carolina.
 Saunders,M., Lewis,P., & Thornhill,A., (2016). Research methods for business students. (7th
ed., pp.122-161). Harlow
Pearson Education.
 Saunders,M., Lewis,P., & Thornhill,A., (2005). Understanding research philosophies and approaches (5th
ed., p.22-30)
Harlow: Pearson Education. Retrieved from
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.102.4717&rep=rep1&type=pdf
 Schwabel, D. (2011). “Who’s at fault for high Gen-Y turnover?”. Forbes. Retrieved from
http://www.forbes.com/sites/danschawbel/2011/11/22/whos-at-fault-for-high-gen-y-turnover/
 Sherman, R. (2013). Too young to be a nurse leader?.American Nurse Today,8 (1).
o Retrieved from https://www.americannursetoday.com/too-young-to-be-a-nurse-
o leader/.
 Sherman, R. (2016). The challenges of young nurse leaders. Retrieved from http://www.emergingrnleader.com/the-
challenges-of-young-nurse-leaders/
 Sherman, R. (2017). An exploratory descriptive study to evaluate florida nurse leader challenges and opportunities in
nursing homes settings. Retrieved from https://doi.org/10.1177/2377960817718754
 Sherman, R., Schwarzkopf, R., & Kiger, A. (2011). Charge nurse perspectives on frontline leadership in acute care
environments. ISRN Nursing. doi: 10.5402/2011/164052
 Sicam, P. (2016). In the world of millennials. The Philippine Star. Retrieved from:
o https://www.philstar.com/lifestyle/modern-living/2016/03/11/1561908/world-millennials
 Stein, J. (2013). Millennials: The me me me generation. Time. Retrieved from: http://time.com/247/millennials-the-me-me-
me-generation/
 Stogdill, R. (1974). Handbook of leadership. New York: The Free Press.
 Strauss, W. & Howe, N. (1991). Generations: The history of America’s future, 1584 to 2069. New York.
 Surakka, T (2008).The nurse manager's work in the hospital environment during the 1990s and 2000s: responsibility,
accountability and expertise in nursing leadership. Journal of Nursing Management,16 (4). Blackwell Publishing Ltd., doi:
10.1111/j.1365-2834.2008.00901.x
 The 2015 Deloitte Millennial Survey (2015). Mind the gaps. Deloitte Touche Tohmatsu Limited. Retrieved from
https://www2.deloitte.com/content/dam/Deloitte/
o global/Documents/About-Deloitte/gx-wef-2015-millennial-survey-executivesummary.pdf
 The 2016 Deloitte Millennial Survey (2017). Winning over the next generation of leaders. Deloitte Touche Tohmatsu
Limited. Retrieved from https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-
survey-2016-exec-summary.pdf
 The 2017 Deloitte Millennial Survey (2017). Apprehensive millennials: Seeking stability and opportunities in an uncertain
world. Deloitte Touche Tohmatsu Limited. (pp.5-6). Retrieved from https://www2.deloitte.com/content/dam/Deloitte/
o global/Documents/About-Deloitte/gx-deloitte-millennial-survey-2017-executive-summary.pdf
 The Millennial Leadership Survey (2015). Retrieved from
o https://workplacetrends.com/the-millennial-leadership-survey/
 Thompson, S. (2004 August). The Top 10 Qualities of a Good Nurse Manager: A staff nurse counts down. AJN The
American Journal of Nursing, 104 (8), 64C-64D. Lippincott Williams & Wilkins.
 Ulrich, B. T. (2001). Successfully managing a multigenerational workforce. Seminars for Nurse Managers, 9(3), 147-153.
 Vaismoradi, M., Turunen, H. & Bordas, T. (2013). Content analysis and thematic
o analysis: Implications for conducting a qualitative descriptive study. Nursing and
o Health Sciences, 15, 398–405. Wiley Publishing Asia Pty Ltd. Retrieved from
o https://onlinelibrary.wiley.com/doi/pdf/10.1111/nhs.12048.
 Valeriano, J. (2016). Millennials in the Philippines: Who are they and what do they do? Philippine Primer. Retrieved from
http://primer.com.ph/blog/2016/06/27/
o millennials-in-the-philippines-who-are-they-and-what-do-they-do/
 Van Vliet, V. (2009). 14 Principles of Management (Fayol). Retrieved from
o https://www.toolshero.com/management/14-principles-of-management/
 Wagner, K.V. (2008). 8 major leadership theories. Retrieved from
http://unpan1.un.org/intradoc/groups/public/documents/APCITY/UNPAN030550.pdf
 World Health Organization (2017). Environmental health in emergencies. Retrieved from
http://www.who.int/environmental_health_emergencies/services/en/
 Zenger, J. & Folkman, J. (2015). What younger managers should know about how they’re perceived. Harvard Business
Review. Retrieved from https://hbr.org/2015/09/what-younger-managers-should-know-about-how-theyre-perceived