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Bard K, Cornell JA, Cunningham SD, Madigan EA, Solomon J. The Nurse Empowerment Program for Nurses in Direct Care Positions. J Nurs Adm 2022; 52:542-548. [PMID: 36095037 PMCID: PMC9512229 DOI: 10.1097/nna.0000000000001196] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
Abstract
OBJECTIVE An educational program including online generic and nursing-specific content was evaluated for self-assessed leadership skill outcomes. BACKGROUND Leadership development for nurses in direct care positions has not received the same support as for nurses in formal leadership positions. Pandemic and workforce changes make it critical that leadership skills be built at all levels of nursing. METHODS Early-career nurses (≤10 years of experience) were recruited to participate in an online leadership development program offering 9 LinkedIn Learning courses, 3 leadership courses from Sigma, an e-book, and a discussion board. RESULTS Most participants who responded to both immediate postsurvey and 3-month follow-up survey (98.6% of n = 69) reported having applied new or improved abilities in their nursing practice to at least a small degree, and the majority reported having done so to a moderate or great degree. CONCLUSION This online leadership development program was valued and was associated with improved self-assessed leadership.
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Affiliation(s)
- Kristin Bard
- Author Affiliations: Research Analyst (Ms Bard) and Principal and Member (Dr Solomon), J. Solomon Consulting, LLC, Mountain View, California; Senior Manager (Ms Cornell), Johnson & Johnson Global Community Impact, New Brunswick, New Jersey; Assistant Professor (Dr Cunningham), Department of Public Health Sciences, University of Connecticut School of Medicine, Farmington; and Chief Executive Officer (Dr Madigan), Sigma Theta Tau International Honor Society of Nursing, Indianapolis, Indiana
| | - Julie A. Cornell
- Author Affiliations: Research Analyst (Ms Bard) and Principal and Member (Dr Solomon), J. Solomon Consulting, LLC, Mountain View, California; Senior Manager (Ms Cornell), Johnson & Johnson Global Community Impact, New Brunswick, New Jersey; Assistant Professor (Dr Cunningham), Department of Public Health Sciences, University of Connecticut School of Medicine, Farmington; and Chief Executive Officer (Dr Madigan), Sigma Theta Tau International Honor Society of Nursing, Indianapolis, Indiana
| | - Shayna D. Cunningham
- Author Affiliations: Research Analyst (Ms Bard) and Principal and Member (Dr Solomon), J. Solomon Consulting, LLC, Mountain View, California; Senior Manager (Ms Cornell), Johnson & Johnson Global Community Impact, New Brunswick, New Jersey; Assistant Professor (Dr Cunningham), Department of Public Health Sciences, University of Connecticut School of Medicine, Farmington; and Chief Executive Officer (Dr Madigan), Sigma Theta Tau International Honor Society of Nursing, Indianapolis, Indiana
| | - Elizabeth A. Madigan
- Author Affiliations: Research Analyst (Ms Bard) and Principal and Member (Dr Solomon), J. Solomon Consulting, LLC, Mountain View, California; Senior Manager (Ms Cornell), Johnson & Johnson Global Community Impact, New Brunswick, New Jersey; Assistant Professor (Dr Cunningham), Department of Public Health Sciences, University of Connecticut School of Medicine, Farmington; and Chief Executive Officer (Dr Madigan), Sigma Theta Tau International Honor Society of Nursing, Indianapolis, Indiana
| | - Julie Solomon
- Author Affiliations: Research Analyst (Ms Bard) and Principal and Member (Dr Solomon), J. Solomon Consulting, LLC, Mountain View, California; Senior Manager (Ms Cornell), Johnson & Johnson Global Community Impact, New Brunswick, New Jersey; Assistant Professor (Dr Cunningham), Department of Public Health Sciences, University of Connecticut School of Medicine, Farmington; and Chief Executive Officer (Dr Madigan), Sigma Theta Tau International Honor Society of Nursing, Indianapolis, Indiana
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Cummings GG, Lee S, Tate K, Penconek T, Micaroni SPM, Paananen T, Chatterjee GE. The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. Int J Nurs Stud 2020; 115:103842. [PMID: 33383271 DOI: 10.1016/j.ijnurstu.2020.103842] [Citation(s) in RCA: 82] [Impact Index Per Article: 20.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/04/2020] [Revised: 11/11/2020] [Accepted: 11/12/2020] [Indexed: 10/24/2022]
Abstract
BACKGROUND Nursing leadership plays a vital role in shaping outcomes for healthcare organizations, personnel and patients. With much of the leadership workforce set to retire in the near future, identifying factors that positively contribute to the development of leadership in nurses is of utmost importance. OBJECTIVES To identify determining factors of nursing leadership, and the effectiveness of interventions to enhance leadership in nurses. DESIGN We conducted a systematic review, including a total of nine electronic databases. DATA SOURCES Databases included: Medline, Academic Search Premier, Embase, PsychInfo, Sociological Abstracts, ABI, CINAHL, ERIC, and Cochrane. REVIEW METHODS Studies were included if they quantitatively examined factors contributing to nursing leadership or educational interventions implemented with the intention of developing leadership practices in nurses. Two research team members independently reviewed each article to determine inclusion. All included studies underwent quality assessment, data extraction and content analysis. RESULTS 49,502 titles/abstracts were screened resulting in 100 included manuscripts reporting on 93 studies (n=44 correlational studies and n=49 intervention studies). One hundred and five factors examined in correlational studies were categorized into 5 groups experience and education, individuals' traits and characteristics, relationship with work, role in the practice setting, and organizational context. Correlational studies revealed mixed results with some studies finding positive correlations and other non-significant relationships with leadership. Participation in leadership interventions had a positive impact on the development of a variety of leadership styles in 44 of 49 intervention studies, with relational leadership styles being the most common target of interventions. CONCLUSIONS The findings of this review make it clear that targeted educational interventions are an effective method of leadership development in nurses. However, due to equivocal results reported in many included studies and heterogeneity of leadership measurement tools, few conclusions can be drawn regarding which specific nurse characteristics and organizational factors most effectively contribute to the development of nursing leadership. Contextual and confounding factors that may mediate the relationships between nursing characteristics, development of leadership and enhancement of leadership development programs also require further examination. Targeted development of nursing leadership will help ensure that nurses of the future are well equipped to tackle the challenges of a burdened health-care system.
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Affiliation(s)
- Greta G Cummings
- Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada.
| | - Sarah Lee
- Department of Nutrition, Dietetics and Food, School of Clinical Sciences at Monash Health, Monash University, Level 1, 264 Ferntree Gully Rd, Notting Hill, VIC 3168, Australia
| | - Kaitlyn Tate
- Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada
| | - Tatiana Penconek
- Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada
| | - Simone P M Micaroni
- Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada; Technical High School of Campinas, State University of Campinas (UNICAMP), Barão Geraldo, Campinas - São Paulo 13083-970, Brazil
| | - Tanya Paananen
- Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada
| | - Gargi E Chatterjee
- Faculty of Nursing, Edmonton Clinic Health Academy, University of Alberta, 11405 87 Ave NW, Edmonton, AB T6G 1C9, Canada
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Rosser E, Buckner E, Avedissian T, Cheung DSK, Eviza K, Hafsteinsdóttir TB, Hsu MY, Kirshbaum MN, Lai C, Ng YC, Ramsbotham J, Waweru S. The Global Leadership Mentoring Community: building capacity across seven global regions. Int Nurs Rev 2020; 67:484-494. [PMID: 32869285 DOI: 10.1111/inr.12617] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/31/2019] [Revised: 06/30/2020] [Accepted: 07/13/2020] [Indexed: 11/29/2022]
Abstract
AIM The purpose of this paper is to report on the evaluation of the online Global Leadership Mentoring Community, a programme designed to build relationships across seven global regions and promote leadership development for emerging nurse leaders. BACKGROUND There is a pressing need and opportunity for sustainable global leadership mentoring programmes. This programme of Sigma Theta Tau International (Sigma) brought mentors and mentees together from across the world to build leadership capacity, understand global leadership issues and build networks. Community coordinators purposively selected mentors from each of Sigma's seven Global Regions, and mentees were chosen through a process of snowball sampling. Mentors and mentees met monthly with quarterly group calls. METHODS The study followed a programme evaluation, outcomes-focused approach. All eleven pairs of mentors-mentees were invited to complete online surveys at the outset and end of programme capturing both quantitative and qualitative data. Quantitative data were analysed using descriptive statistics and for qualitative data, a thematic analysis. FINDINGS Quantitative data confirmed that all 22 participants gained from the experience. From qualitative analysis, themes emerged illustrating the scope of achievements: 1. facilitation of successful outcomes for both mentors and mentees, 2. challenges of global mentoring and 3. strategies for successful global mentoring. DISCUSSION/CONCLUSION Participants reported that creating global leadership is a longitudinal process that needs sustained attention to effect change. This evaluation identified many strengths of the programme and recommended its continuation to help further development of global leaders, particularly through focusing more purposefully on policy issues. IMPLICATIONS FOR NURSING POLICY Empowerment of nurses globally through a Global Leadership Mentoring Community can improve leadership at all levels, thus emboldening their voices to influence nursing and health policy and ultimately improve patient care.
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Affiliation(s)
- E Rosser
- Faculty of Health and Social Sciences, Bournemouth University, Poole, UK
| | - E Buckner
- Ida Moffett School of Nursing, Samford University, Birmingham, AL, USA
| | - T Avedissian
- Hariri School of Nursing, American University of Beirut, Beirut, Lebanon
| | - D S K Cheung
- School of Nursing, The Hong Kong Polytechnic University, Hong Kong SAR, China
| | - K Eviza
- Sentara Martha Jefferson Hospital, Charlottesville, VA, USA
| | - T B Hafsteinsdóttir
- Department of Nursing Science, University Medical Center Utrecht, Utrecht, The Netherlands
| | - M Y Hsu
- Department of Nursing, Chung Shan Medical University, Taichung, Taiwan.,Department of Nursing, Chung Shan Medical University Hospital, Taichung, Taiwan
| | | | - C Lai
- School of Nursing, The Hong Kong Polytechnic University, Hong Kong SAR, China
| | - Y C Ng
- University of Alabama in Hunstville, Huntsville, AL, USA
| | - J Ramsbotham
- School of Nursing, Queensland University of Technology, Kelvin Grove, QLD, Australia
| | - S Waweru
- USA College of Nursing, South Alabama, Mobile, AL, USA
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Buckner EB. Leadership Mentoring Needed! AQUICHAN 2020. [DOI: 10.5294/aqui.2019.19.4.1] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/23/2022] Open
Abstract
Leadership mentoring is needed in nursing to nurture nurse leaders globally. It requires the selfless giving of our time and insight while encouraging us to be open to a new generation of nurses and nursing vision. In addition, leadership mentoring provides us with opportunities for advocacy for our profession and its worldwide mission. Virtual mentoring communities have been developed through Sigma Theta Tau International (Sigma) and the Roy Adaptation Association (RAA). These engage emerging nurse leaders to contribute to their organizations and to the profession of nursing. From frontline clinical practice, to nursing organizational leadership, to health policy development, leadership mentoring means engaging nursing voice. It means investing the time and talent to nurture and teach leadership in new ways with the next generation. Seeking out opportunities for leadership mentoring is the first step!
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