2.50
Hdl Handle:
http://hdl.handle.net/10755/202026
Type:
Presentation
Title:
Frontline Nurses: Developing the Leader Within
Abstract:
(41st Biennial Convention) Description:  Nurses who develop excellent leadership abilities add value to any healthcare organization, influence and direct change, and innovate to affect patient outcomes and the work environment.  A pre-test post-test design determined a four hour focused leadership education program improved perception of leadership behaviors among frontline nurses.  Background:  Today’s ambiguous healthcare environment requires nurses to be proficient in complex thinking while demonstrating leadership skills, as well as, clinical competence. Equipping nurses with leadership skills is not well engrained into the nursing role definition (Swearingen, 2009).   Methods:  A pre-test post-test design was used to measure the difference in pre- and post-program self perception of leadership behaviors among charge and potential charge nurses attending a focused educational leadership program.   A four hour education program was designed with tools and strategies related to leading at the point of care. The Smola Assessment of Leadership Inventory (SALI) was administered at the beginning, completion and three months post education program (Smola, 1988).  The Wilcoxon signed-rank test for paired samples was used for statistical analysis.  Institutional Review Board approval was obtained. Results/Outcomes:  Two cohorts responded to forty questions with analysis on pre/post test and posttest/3 months.  Cohort one (n=28) exhibited a significant difference pre/post test (p=.000) and post test/3 months (p=.025).  Cohort two (n=15) revealed a significant difference pre/post test (p=.004) and no significant difference post test/3 months. A limitation was follow-up challenges at 3 months post program.  Implications for Practice:  Self perception of leadership behaviors improved at completion of the newly developed program and did not change over time.  Self perception of leadership reflects a healthy environment through enhanced staff satisfaction, control of practice, autonomy and succession planning. 
Keywords:
Frontline; Research; Leadership
Repository Posting Date:
11-Jan-2012
Date of Publication:
4-Jan-2012
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleFrontline Nurses: Developing the Leader Withinen_GB
dc.identifier.urihttp://hdl.handle.net/10755/202026-
dc.description.abstract(41st Biennial Convention) Description:  Nurses who develop excellent leadership abilities add value to any healthcare organization, influence and direct change, and innovate to affect patient outcomes and the work environment.  A pre-test post-test design determined a four hour focused leadership education program improved perception of leadership behaviors among frontline nurses.  Background:  Today’s ambiguous healthcare environment requires nurses to be proficient in complex thinking while demonstrating leadership skills, as well as, clinical competence. Equipping nurses with leadership skills is not well engrained into the nursing role definition (Swearingen, 2009).   Methods:  A pre-test post-test design was used to measure the difference in pre- and post-program self perception of leadership behaviors among charge and potential charge nurses attending a focused educational leadership program.   A four hour education program was designed with tools and strategies related to leading at the point of care. The Smola Assessment of Leadership Inventory (SALI) was administered at the beginning, completion and three months post education program (Smola, 1988).  The Wilcoxon signed-rank test for paired samples was used for statistical analysis.  Institutional Review Board approval was obtained. Results/Outcomes:  Two cohorts responded to forty questions with analysis on pre/post test and posttest/3 months.  Cohort one (n=28) exhibited a significant difference pre/post test (p=.000) and post test/3 months (p=.025).  Cohort two (n=15) revealed a significant difference pre/post test (p=.004) and no significant difference post test/3 months. A limitation was follow-up challenges at 3 months post program.  Implications for Practice:  Self perception of leadership behaviors improved at completion of the newly developed program and did not change over time.  Self perception of leadership reflects a healthy environment through enhanced staff satisfaction, control of practice, autonomy and succession planning. en_GB
dc.subjectFrontlineen_GB
dc.subjectResearchen_GB
dc.subjectLeadershipen_GB
dc.date.available2012-01-11T11:06:03Z-
dc.date.issued2012-01-04en_GB
dc.date.accessioned2012-01-11T11:06:03Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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