Staff perceptions of leadership during implementation of task-shifting in three surgical units

Nursing Job Rotation Stress Scale development and psychometric evaluation

AIM

The aim of this study was to develop and assess the reliability and validity of the Nurse Job Rotation Stress Scale (NJRS).

METHODS

A convenience sampling method was utilized to recruit two groups of nurses (n = 150 and 253) from a 2751 bed medical center in southern Taiwan. The NJRS scale was developed and used to evaluate the NJRS.

RESULTS

Explorative factor analysis revealed that three factors accounted for 74.11% of the explained variance. Confirmatory factor analysis validity testing supported the three factor structure and the construct validity. Cronbach's alpha for the 10 item model was 0.87 and had high linearity.

CONCLUSION

The NJRS can be considered a reliable and valid scale for the measurement of nurse job rotation stress for nursing management and research purposes.

Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation

BACKGROUND

Leadership is important in the implementation of innovation in business, health, and allied health care settings. Yet there is a need for empirically validated organizational interventions for coordinated leadership and organizational development strategies to facilitate effective evidence-based practice (EBP) implementation. This paper describes the initial feasibility, acceptability, and perceived utility of the Leadership and Organizational Change for Implementation (LOCI) intervention. A transdisciplinary team of investigators and community stakeholders worked together to develop and test a leadership and organizational strategy to promote effective leadership for implementing EBPs.

METHODS

Participants were 12 mental health service team leaders and their staff (n = 100) from three different agencies that provide mental health services to children and families in California, USA. Supervisors were randomly assigned to the 6-month LOCI intervention or to a two-session leadership webinar control condition provided by a well-known leadership training organization. We utilized mixed methods with quantitative surveys and qualitative data collected via surveys and a focus group with LOCI trainees.

RESULTS

Quantitative and qualitative analyses support the LOCI training and organizational strategy intervention in regard to feasibility, acceptability, and perceived utility, as well as impact on leader and supervisee-rated outcomes.

CONCLUSIONS

The LOCI leadership and organizational change for implementation intervention is a feasible and acceptable strategy that has utility to improve staff-rated leadership for EBP implementation. Further studies are needed to conduct rigorous tests of the proximal and distal impacts of LOCI on leader behaviors, implementation leadership, organizational context, and implementation outcomes. The results of this study suggest that LOCI may be a viable strategy to support organizations in preparing for the implementation and sustainment of EBP.

Impact of engaging middle management in practice interventions on staff support and learning culture: a quasi-experimental design

AIM

This study evaluated the impact of different levels of engaging middle management in ward based strategies implemented by a project educator.

BACKGROUND

The challenge for learning in practice is to develop effective teams where experienced staff engage and foster learning with students and other novice staff.

DESIGN

A quasi-experimental pre- and post- intervention four group design was conducted from November 2009 to May 2010 across four general surgical and four general medical inpatient matched units in two settings in South East Queensland, Australia.

METHOD

Staff survey data was used to compare control and intervention groups (one actively engaging nurse managers) before and after 'practice learning' interventions. The survey comprised demographic data and data from two validated scales (support instrument for nurses facilitating learning and clinical learning organisational culture).

RESULTS

Number of surveys returned pre- and post-intervention was 336 from 713 (47%). There were significant differences across many subscales pertaining to staff perception of support in the intervention groups, with only one change in the control group. The number of significant different subscales in the learning culture was also greater when middle management supported the intervention.

IMPLICATIONS FOR NURSING MANAGEMENT

Middle management should work closely with facilitators to assist embedding practice interventions.