Development and Implementation of a Clinical Leadership Programme in the Netherlands, the Nightingale Programme

2.50
Hdl Handle:
http://hdl.handle.net/10755/150965
Type:
Presentation
Title:
Development and Implementation of a Clinical Leadership Programme in the Netherlands, the Nightingale Programme
Abstract:
Development and Implementation of a Clinical Leadership Programme in the Netherlands, the Nightingale Programme
Conference Sponsor:Sigma Theta Tau International
Conference Year:2006
Author:Crijns, Myriam L. A., RN, MScN
P.I. Institution Name:LEVV Netherlands Centre for Excellence in Nursing
Title:Project Manager
Background: Clinical leadership has become a central policy for health reforms across the world. Improvement of care requires nurses with clinical leadership qualities. A clear leadership structure is expected to enhance the understanding of innovation. Factors such a centralisation of power and leadership at different organisational levels influence decisions on innovations in organisations. Reasons for the Netherlands Centre for Excellence in Nursing (LEVV) to develop and implement a programme including all these aspects. Aim: Our study aimed to explore and describe factors relating to the development and implementation of an evidence based leadership programme focusing on transformational leadership. The 'Nightingale Programme' is a 11 month programme which aims to develop and implement transformational leadership behaviours in its participants focusing on: improving patient care, developing leadership skills among participants, improving team effectiveness and increasing networks. Methods: A pilot study is performed in which 25 nurses, working in two general hospital settings in the Netherlands, are being trained. A descriptive study design is used collecting data at three different periods: at baseline, at the end of the programme and 4 months after implementation. Five different instruments measure: present leadership style, transformational leadership, job satisfaction, professional team performance and research mindedness. Results: During the conference the process of the development and the results of the baseline measurement including the motivation for the selected instruments will be presented. A summary of the barriers and facilitators concerning the implementation of the leadership programme will be described with special attention towards culture and team effectiveness. Conclusions / discussion: The development and implementation of a leadership programme in a general hospital setting requires a lengthy and thoughtful process. Many factors have to be taken into consideration like culture dimensions, team climate, organisation culture and policy, conflicting programme goals and previous experiences with leadership programmes.
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleDevelopment and Implementation of a Clinical Leadership Programme in the Netherlands, the Nightingale Programmeen_GB
dc.identifier.urihttp://hdl.handle.net/10755/150965-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Development and Implementation of a Clinical Leadership Programme in the Netherlands, the Nightingale Programme</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2006</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Crijns, Myriam L. A., RN, MScN</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">LEVV Netherlands Centre for Excellence in Nursing</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Project Manager</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">m.crijns@levv.nl</td></tr><tr><td colspan="2" class="item-abstract">Background: Clinical leadership has become a central policy for health reforms across the world. Improvement of care requires nurses with clinical leadership qualities. A clear leadership structure is expected to enhance the understanding of innovation. Factors such a centralisation of power and leadership at different organisational levels influence decisions on innovations in organisations. Reasons for the Netherlands Centre for Excellence in Nursing (LEVV) to develop and implement a programme including all these aspects. Aim: Our study aimed to explore and describe factors relating to the development and implementation of an evidence based leadership programme focusing on transformational leadership. The 'Nightingale Programme' is a 11 month programme which aims to develop and implement transformational leadership behaviours in its participants focusing on: improving patient care, developing leadership skills among participants, improving team effectiveness and increasing networks. Methods: A pilot study is performed in which 25 nurses, working in two general hospital settings in the Netherlands, are being trained. A descriptive study design is used collecting data at three different periods: at baseline, at the end of the programme and 4 months after implementation. Five different instruments measure: present leadership style, transformational leadership, job satisfaction, professional team performance and research mindedness. Results: During the conference the process of the development and the results of the baseline measurement including the motivation for the selected instruments will be presented. A summary of the barriers and facilitators concerning the implementation of the leadership programme will be described with special attention towards culture and team effectiveness. Conclusions / discussion: The development and implementation of a leadership programme in a general hospital setting requires a lengthy and thoughtful process. Many factors have to be taken into consideration like culture dimensions, team climate, organisation culture and policy, conflicting programme goals and previous experiences with leadership programmes.</td></tr></table>en_GB
dc.date.available2011-10-26T10:47:56Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T10:47:56Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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