2.50
Hdl Handle:
http://hdl.handle.net/10755/621516
Category:
Full-text
Format:
Text-based Document
Type:
Presentation
Level of Evidence:
N/A
Research Approach:
N/A
Title:
Developing Future Nurse Leaders Through Shared Governance
Other Titles:
Developing Nurse Leaders
Author(s):
Moreno, Janette; Girard, Anita S.; Foad, Wendy
Lead Author STTI Affiliation:
Beta Gamma
Author Details:
Janette Moreno, DNP, RN, CCRN-K, NEA-BC, Professional Experience: 1. Describe Expertise and years of training specific to this educational activity: 18 years of cardiothoracic critical care experience as a clinical nurse; 12 years as a nurse educator both clinical and academia; 6 years in nursing leadership; current role as a clinical practice coordinator effectively guided and facilitated several teams of key stakeholders toward restructuring of Shared Governance to empower front-line staff to drive change in practice based on evidence-based principles toward improving clinical excellence. Incorporated lean project management concepts to be fiscally responsible and sustainable; an advocate of best practice sharing, always in search of evidence based best practices in the institution and community at large that can be used to solve problems from the clinical bedside forward to the CNO level. Author Summary: 18 years of critical care experience as a clinical nurse; 12 years as a nurse educator both clinical and academia; 7 years in nursing leadership; currently clinical practice coordinator guiding and facilitating several teams of key stakeholders toward restructuring and implementation of Shared Governance. Incorporated lean project management concepts to be fiscally responsible and sustainable;advocate of best practice sharing, always in search of evidence based best practices.
Abstract:

Background: With the rapid transformation of the healthcare delivery system and the uncertainty of the number of nursing workforce, the country may be faced with nurses unprepared to assume key leadership positions. Approximately 67,000 nurse managers are expected to retire in five years (1). The difficulty in filling the nurse manager position may adversely impact the nursing work environment and the quality of patient care. Assessment of current state in an academic medical center showed that the time to fill the Assistant Patient Care Manager (APCM) position is approximately 215 days in 2014. The estimated cost of the turnover of nurse managers is approximately 75–125% of their annual salaries. Action Taken: Succession planning (SP) is an essential organization strategy that has emerged as a result of the impending nursing leadership shortage. A comprehensive literature review was conducted using the evidence-based succession planning framework by Titzer and Shirey. In 2014, the Shared Leadership Councils (SLC) implemented structure and processes based on the evidence-based SP framework, which consisted of four phases: assessment, planning, implementation, and outcomes monitoring. The strategic interventions were leadership development sessions, experiential learning, coaching/mentoring. The monthly 8-hour council days provided the council members experiential learning, leadership development, and coaching. Individualized leadership competencies were identified and a structured monthly leadership development program was implemented. Outcomes: The four components of a balanced scorecard used to evaluate the program were decrease number of days to fill vacant positions due to internal promotion, internal processes such as leadership bench strength, leadership competency progression, and participant perception based on Kanter’s structural empowerment components. After 18 months of implementation, 32 SLC members were promoted to Assistant Patient Care Managers (APCM) (16) and other leadership positions (16). Internal promotion of SLC members to APCM positions resulted to a decrease in the number of days to fill vacant APCM position from 215 days to 23 days. Council members on the professional nurse development program increased from 22 to 45, indicating increased in leadership bench strength. Based on the pre and post assessment survey results, there is a statistical difference in the participant perception as a leader (p 0.0001), indicating an increase in perception as a leader overtime. A statistical difference was also noted on the participant project (p = 0.04) and committee participation (p= 0.03), indicating increase involvement in continuous process improvement. The post survey on Kanter’s structural empowerment components indicated statistically significant difference on the top box score (p < 0.05) as compared to the pre-survey, signifying higher perception on access to support, resources, information, and opportunities to learn and grow. The evidence-based SP framework is applicable in any settings as the organization aim to develop succession planning at all levels of care.

Keywords:
Leadership Development; Shared Governance; Succession Planning
Repository Posting Date:
16-Jun-2017
Date of Publication:
16-Jun-2017
Other Identifiers:
INRC17R01
Conference Date:
2017
Conference Name:
28th International Nursing Research Congress
Conference Host:
Sigma Theta Tau International
Conference Location:
Dublin, Ireland
Description:
Event Theme: Influencing Global Health Through the Advancement of Nursing Scholarship

Full metadata record

DC FieldValue Language
dc.language.isoen_USen
dc.type.categoryFull-texten
dc.formatText-based Documenten
dc.typePresentationen
dc.evidence.levelN/Aen
dc.research.approachN/Aen
dc.titleDeveloping Future Nurse Leaders Through Shared Governanceen_US
dc.title.alternativeDeveloping Nurse Leadersen
dc.contributor.authorMoreno, Janetteen
dc.contributor.authorGirard, Anita S.en
dc.contributor.authorFoad, Wendyen
dc.contributor.departmentBeta Gammaen
dc.author.detailsJanette Moreno, DNP, RN, CCRN-K, NEA-BC, Professional Experience: 1. Describe Expertise and years of training specific to this educational activity: 18 years of cardiothoracic critical care experience as a clinical nurse; 12 years as a nurse educator both clinical and academia; 6 years in nursing leadership; current role as a clinical practice coordinator effectively guided and facilitated several teams of key stakeholders toward restructuring of Shared Governance to empower front-line staff to drive change in practice based on evidence-based principles toward improving clinical excellence. Incorporated lean project management concepts to be fiscally responsible and sustainable; an advocate of best practice sharing, always in search of evidence based best practices in the institution and community at large that can be used to solve problems from the clinical bedside forward to the CNO level. Author Summary: 18 years of critical care experience as a clinical nurse; 12 years as a nurse educator both clinical and academia; 7 years in nursing leadership; currently clinical practice coordinator guiding and facilitating several teams of key stakeholders toward restructuring and implementation of Shared Governance. Incorporated lean project management concepts to be fiscally responsible and sustainable;advocate of best practice sharing, always in search of evidence based best practices.en
dc.identifier.urihttp://hdl.handle.net/10755/621516-
dc.description.abstract<p><strong>Background</strong><span>: With the rapid transformation of the healthcare delivery system and the uncertainty of the number of nursing workforce, the country may be faced with nurses unprepared to assume key leadership positions. Approximately 67,000 nurse managers are expected to retire in five years (1). The difficulty in filling the nurse manager position may adversely impact the nursing work environment and the quality of patient care. Assessment of current state in an academic medical center showed that the time to fill the Assistant Patient Care Manager (APCM) position is approximately 215 days in 2014. The estimated cost of the turnover of nurse managers is approximately 75–125% of their annual salaries. </span><strong>Action Taken: </strong><span>Succession planning (SP) is an essential organization strategy that has emerged as a result of the impending nursing leadership shortage. A comprehensive literature review was conducted using the evidence-based succession planning framework by Titzer and Shirey. In 2014, the Shared Leadership Councils (SLC) implemented structure and processes based on the evidence-based SP framework, which consisted of four phases: assessment, planning, implementation, and outcomes monitoring. The strategic interventions were leadership development sessions, experiential learning, coaching/mentoring. The monthly 8-hour council days provided the council members experiential learning, leadership development, and coaching. Individualized leadership competencies were identified and a structured monthly leadership development program was implemented. </span><strong>Outcomes:</strong><span> The four components of a balanced scorecard used to evaluate the program were decrease number of days to fill vacant positions due to internal promotion, internal processes such as leadership bench strength, leadership competency progression, and participant perception based on Kanter’s structural empowerment components. After 18 months of implementation, 32 SLC members were promoted to Assistant Patient Care Managers (APCM) (16) and other leadership positions (16). Internal promotion of SLC members to APCM positions resulted to a decrease in the number of days to fill vacant APCM position from 215 days to 23 days. Council members on the professional nurse development program increased from 22 to 45, indicating increased in leadership bench strength. Based on the pre and post assessment survey results, there is a statistical difference in the participant perception as a leader (p 0.0001), indicating an increase in perception as a leader overtime. A statistical difference was also noted on the participant project (</span><em>p</em><span> = 0.04) and committee participation (</span><em>p</em><span>= 0.03), indicating increase involvement in continuous process improvement. The post survey on Kanter’s structural empowerment components indicated statistically significant difference on the top box score (p < 0.05) as compared to the pre-survey, signifying higher perception on access to support, resources, information, and opportunities to learn and grow. The evidence-based SP framework is applicable in any settings as the organization aim to develop succession planning at all levels of care.</span></p>en
dc.subjectLeadership Developmenten
dc.subjectShared Governanceen
dc.subjectSuccession Planningen
dc.date.available2017-06-16T20:58:24Z-
dc.date.issued2017-06-16-
dc.date.accessioned2017-06-16T20:58:24Z-
dc.conference.date2017en
dc.conference.name28th International Nursing Research Congressen
dc.conference.hostSigma Theta Tau Internationalen
dc.conference.locationDublin, Irelanden
dc.descriptionEvent Theme: Influencing Global Health Through the Advancement of Nursing Scholarshipen
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