• Courageous Care

      McQuillan, Karen A. (2016-04-16)
      Objectives: 1.Define courageous care and why it is important to provide. 2.Explain the vital components of courageous care –compassionate care, renewal, knowledge, and leadership. 3.Share a story of a time when you provided courageous care.
    • Emerging DNPs: Leading Others to Change Healthcare within a Framework of Authentic Leadership

      Fitzpatrick, Suzanna; Smith, Andrea, D.N.P., C.R.N.P.; Wisser, Kathleen Z. (2016-08)
    • Enhancing Nurse Leadership Capacity in Resource-Limited Countries

      Njie-Carr, Veronica; Adeyeye, Odunola; Marong, Lamin; Sarr, Francis (2016-11-11)
    • Identifying Competencies for Nursing Leadership

      DeRuggiero, Kathy (2014)
      Problem: Without aggressive intervention, the number of nurses in the U.S. workforce will plateau in 2015 and by 2025 the shortage could be nearly 500,000 with a 40 percent nurse vacancy rate nationally. One strategy for combating the high nurse leader and staff nurse turnover is to assure that the nurse leaders have the competencies required to supervise, mentor, coach and develop the staff nurses they lead thereby increasing high-performing staff nurse recruitment and their retention. The problem is there currently is not a relevant model to identify specific competencies for nursing leaders in the organization where this project was undertaken; Purpose: The purpose of this evidence-based practice project was to answer the following question: How do nurse leader's competencies, as perceived by the staff, compare to leadership competencies, perceived by the nurse leaders?; Design: This project used a user experience design, employing a card sort technique comparing the perceptions of the competencies identified by the registered nurse team leaders with the perception of the competencies identified by the team members they lead; Methods: The card sort technique is an activity in which 67 cards, with a single competency written on each card, are used to select competencies. Eight subject matter experts (SMEs) were asked to organize the 67 competencies by grouping them into three categories; essential, nice to have or not important. Those competencies that fifty percent or more of the SMEs identified as essential were included in the project. All 183 nursing staff members of the adult emergency department, defined as either team leaders or team members, received an on-line survey. The survey requested the participants to select 10 competencies they perceived as being necessary for effective RN team leaders from the essential competencies identified by the SMEs.; Results: A similar relationship was found in the perceived importance of competencies between the two groups (team leaders and team members) on all but two competencies; listening and functional/technical skills. For the purposes of this project, the competencies chosen by 50 percent of either the team leaders or team members were included in composing the final construct of the nursing leadership competencies; integrity and trust; listening; approachability; motivating others; conflict management; confronting direct reports; and fairness to direct reports.; Implications: Through the identification of nursing leadership competencies, instead of leadership being an intangible accomplishment it can instead be disaggregated, measured and programmed. Nursing leadership competency identification can be used to manage the leadership development process which links training inputs to desired skills, knowledge, attributes and attitudes at various levels of any organization.
    • A Meta-Analysis of Transformational Leadership and Subordinate Nursing Personnel Organizational Commitment, Job Satisfaction, and Turnover Intentions

      Barlow, Kathleen; Geiger-Brown, Jeanne (2013)
      Background: The ANA and ANCC have identified transformational leadership as the style of leadership essential for nursing personnel to meet the challenges of the 21st century health care environment. Personnel shortages and escalating clinical demands on staff require nurse leader attention to organizational commitment, job satisfaction, and turnover intentions to retain high quality staff. While there are many correlational studies examining the relationship between transformational leadership and nursing personnel organizational commitment, job satisfaction, and turnover intentions, results are inconsistent. Additionally, there is little information about factors which may account for variations in these relationships. Aims: The aims of this study were: 1) to examine the overall magnitude of effects between transformational leadership (TFL) and nursing personnel organizational commitment (OC), job satisfaction (JS), and turnover intentions (TI) across a sample of studies, and 2) to evaluate variability in the magnitude of effects according to selected moderator variables. Methods: Search strategies included accessing computerized databases, emailing researchers, consulting experts, and footnote-chasing. Two independent, qualified reviewers reached consensus on inclusion criteria for selected studies, data extraction, and quality ratings. Data analysis was conducted using Comprehensive Meta-Analysis (Biostat, 2005) statistical software. Results: A total of 28 studies (k = 28) with 9,572 nursing personnel met the inclusion criteria for this meta-analysis. Pooled effect size estimates demonstrated statistically significant effect size relationships between TFL and OC (k = 14, MWES = .292), JS (k = 22, MWES = .596), and TI (k = 5, MWES = -.307). Sub-group analyses indicated significant heterogeneity across studies according to type of TFL instrumentation, subordinate nursing personnel patient care position, number of research sites, century of study, and type of publication. Sensitivity analysis showed significant variability according to higher and lower quality ratings for studies. Conclusion: Transformational leadership plays an important role to varying degrees in nursing personnel commitment to the organization, satisfaction at work, and staff retention. Nurse leaders can use knowledge of factors impacting relationships between TFL and subordinate nursing personnel OC, JS, and TI to inform organizational decision-making and maximize retention of quality subordinate nursing personnel
    • Nurse Leadership Institute at the University of Maryland School of Nursing 2016

      University of Maryland, Baltimore. School of Nursing; Franklin, Patricia; Montgomery, Kathryn Lothschuetz (2016)
    • A study of the perceptions of transformational versus transactional leadership style as an influence on nursing faculty job satisfaction in associate and baccalaureate degree programs in Taiwan

      Shieh, Hueih-Lirng; Mills, Mary Etta C. (1996)
      The higher nursing education environment and health care systems in Taiwan are rapidly changing. The demand by consumers for higher education and educational quality is increasing. Nursing faculty need to work more to meet the demands of their jobs. As a result, job dissatisfaction may occur. Nursing deans or directors need to use innovative leadership skills to retain a satisfied work force. The theoretical and empirical evidence of superiority of transformational leadership over transactional leadership has been found in the United States. However, whether or not transformational leadership is more effective than transactional leadership on nursing faculty job satisfaction in Taiwan has remained an unexplored research area. Therefore, the purposes of the cross-cultural survey were to explore: (1) nursing deans'/directors' leadership styles as perceived by their nursing faculty in nursing associate and baccalaureate degree programs in Taiwan, and (2) the influence of transformational leadership style, relative to transactional leadership style, on nursing faculty job satisfaction in nursing associate and baccalaureate degree programs in Taiwan. Five hundred and seventeen nursing faculty in eighteen associate and baccalaureate degree programs in Taiwan were asked to respond to questionnaires and an open-ended question. Two hundred and thirty three (45.1%) returned usable questionnaires. One hundred and twenty two (52.4%) complete data sets were received and used for analysis. Data analysis procedures included: descriptive statistics, univariate repeated-measure ANOVA, hierarchical multiple regression, ANCOVA, and content analysis. The findings showed that the predominate leadership styles of nursing deans and directors were transformational and transactional. Idealized Influence, Intellectual Stimulation, and Contingent Reward leadership styles positively predicted satisfaction with the style of leadership. Active Management-by-Exception leadership style negatively predicted faculty satisfaction. Nursing faculty who were led by transformational deans/directors had the highest frequency of satisfaction with leadership style, followed by those led by transactional deans/directors, and then those led by Laissez-Faire deans/directors. That nursing deans and directors should consider the faculty members' perceptions in implementation of transformational and Contingent Reward leadership styles was suggested.