Leadership and Employee Cultural Perceptions: A Study of West African Migrant Nurses

Abstract

Studies suggest that migrant nurses from the black and minority ethnic (BME) groups working in the United Kingdom have variously reported negative experiences at work.  To learn more about the nature of these experiences, this study explored in detail the experiences of a purposive sample of fifteen (N-15) West African migrant nurses working in selected independent nursing homes in the UK. Data collected was managed and analysed using the interpretative phenomenological analysis (IPA) process to focus on the nurses’ in-depth perceptions through lived experiences on interactions and with managers and colleagues from a different cultural background to further interpret and meanings the nurses attach to these interactions and relationships. Findings suggest the nurses’ sensitivity to managerial and leadership styles at their workplaces. These sensitivities were observed in relation to identified four elements of behaviours and processes at work thematically noted as follows: manager-subordinate relations, channels for the communication of authority, management of organisational processes and age-related values. There are indications of high value significances the nurses attached to the power distance and collectivist cultural values which are consistent with their aboriginal value orientations which informed perceptions and interpretations of experiences at work. The findings have important implications for understanding the organisational leadership styles adjustments needed for the effective management of the well-being of migrant workers in destination countries for optimal engagement. Further practical suggestions include ways of supporting migrant nurse employees in adjusting to destination countries cultural practices at work while also recognising and validating their attachments to cherished aspects of their own indigenous cultural values, especially in multicultural sensitive society such as the United Kingdom.