352x Filetype PPTX File size 0.35 MB Source: www.emergingrnleader.com
One of Four Key IOM Messages
#3) Nurses
should be • Foster
full partners leadership skills
with and
physicians competencies
and others • Nurses must see
in policy as
redesigning something they
shape
U.S. health
care
IOM (December 2010) The Future of Nursing
The Evidence on Nursing
Leadership
• Many current nurse leaders “fell into their positions” and often did not
received orientation, coaching or mentoring.
• Nurse leaders play a critical role in the recruitment and retention of staff.
• Nurse leaders play a key role in the establishment of healthy work
environments.
• Recruitment of nurses into leadership roles can be very challenging.
• The expectations of nurse managers have significantly increased over the past
decade and there is greater reliance on charge nurses to manage clinical
leadership issues.
• By the end of the decade, succession planning will be a critical issue for nurse
leaders.
The Study
• Exploratory Descriptive design with a goal to learn about the
perspectives of current charge nurses on frontline leadership
development.
• Conducted in the Spring of 2010 during 10 charge nurse
workshops in South Florida with 354 study participants.
• Survey included open and closed ended questions designed to
determine the following:
1. Leadership qualities needed by Frontline Leaders
2. Role challenges
3. Role satisfiers
4. Interest in applying for formal leadership roles
The Sample
N Completing Survey = 354/400 All Currently in Charge Nurse Roles
Age (Mean) 46.4 Years of Age SD = 5.7
Gender 91% Female
9% Male
Highest Level of Nursing 44% Associate Degree
Education 38% BSN
11% Diploma
7% Masters Degree
0% Doctorate
Years of Nursing Experience 19.5 Years SD = 6.4
(Mean)
Practice Setting 26% Critical Care
22% Telemetry
16% Medical-Surgical Unit
11% ER
7% OB/GYN
5% OR
2% Oncology
2% Pediatrics
11% Other
Leadership Qualities
Theme Qualities Frequency
Mentioned
Manages Communication Listening Skills 293
Keeping Everyone Updated
Sensitivity to Communication Styles
Confronts Conflict Directly
Acts as the Team Coach Clinical Competence 243
Seen as a Go-To Person
Expert Educator
Cheer Leader for the Team
Team Player
Collaborative
Knows how to Delegate
Seen as Approachable Non-judgmental 183
Caring
Demonstrates Empathy
Positive Corrective Feedback
Transparent
Available
Works like an Air Traffic Controller Organizes the Work of the Team 168
Ability to Prioritize
Reduces Unit Chaos
Multi-tasks
Manages Stress
Viewed as a Professional Confident 123
Assumes Accountability for Actions
Diplomacy with Interdisciplinary Team
Role Model
Leadership respected by all
Professional Advocate for Nursing
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