A culture of nursing excellence: A community hospital’s journey from Pathway to Excellence® to Magnet® recognition

Arthurs, Kathy; Bell-Gordon, Charyl; Chalupa, Becky; Rose, Alexis L.; Martinez, Denise; Watson, Jon; Bernard, David P.

doi:10.5430/jnep.v8n5p26

Cited by 9 publications

(6 citation statements)

References 7 publications

(13 reference statements)

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“…From a Magnet ® perspective, a supportive work environment is an important enabler for TL to flourish [47]. For instance, a display of trust and acting with integrity, which are known qualities of Idealized Influence, are strong enablers of creating a positive work environment in which Magnet ® can be founded upon [48].…”

Section: Discussionmentioning

confidence: 99%

Measuring Transformational Leadership in Establishing Nursing Care Excellence

2019

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Transformational leadership (TL) is known to be essential to achieving Magnet® recognition, an internationally prestigious status for nursing care excellence. Since its inception in the 1980s, empirical studies have identified benefits of implementing the Magnet® Model involving improved patient care and nursing workforce outcomes. However, little is known about the leadership styles of nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet® status. To close the knowledge gap, a self-administered survey was conducted to measure leadership styles of NMs at a large health organization comprising hospitals with a wide range of service profiles in regional Australia using a validated tool—the Multifactor Leadership Questionnaire (MLQ-6S). One-way of variance (ANOVA) was used to identify statistical significance between respondents’ demographic characteristics (e.g., age, education, gender) and their MLQ-6S scores. Respondents (n = 78) reported their leadership styles as more transformational, compared to transactional or passive/avoidant leadership styles. The findings indicated that NMs’ higher education (p = 0.02) and older age (p = 0.03) were associated with TL styles, whereas passive/avoidant leadership was generally reported by female (p = 0.04) and younger (p = 0.06) respondents. This study has identified differences in reported leadership styles among NMs, providing a unique organizational insight into developing strategies to improve NMs’ TL, which could help to facilitate the implementation of the Magnet® framework. Healthcare organizations in similar settings could benefit from replicating this study to identify a dominant leadership style and customize strategies to improve TL.

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Section: Discussionmentioning

confidence: 99%

Measuring Transformational Leadership in Establishing Nursing Care Excellence

2019

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“…In many hospital settings, there is a gap between explicit knowledge or theory and everyday dominant reality in a hospital ward. Furthermore, it has become clear that learning in practice not only is a focus on how individuals learn in an educational context or how work is organized but must also be viewed in the context of the profession and the organization (Arthurs et al, 2017). Learning must be close to everyday life and the traditions that make up everyday practice and professional skills.…”

Section: Discussionmentioning

confidence: 99%

Cultural Competences Gained Through an Education Program as Ethnic Patient Coordinator: A Qualitative Study

et al. 2019

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Introduction: Studies have shown that health care professionals lack cultural knowledge and cultural competences in the care of patients with a minority background. The aim of this study was to explore whether a cultural teaching program, the so-called ethnic patient coordinator program, had an impact on health professionals' self-perceived clinical competences in the encounter with the minority patient. Methodology: The study was designed as a qualitative study using participant observation and semistructured interviews with a practice-led research approach. In total, 30 health professionals participated in the program. Results/Discussion: The coordinators described that they had learned to focus systematically on reducing language barriers and to overcome prejudices. Their new competences not only had a direct influence on patient-related practical skills but also affected the practice culture and their colleagues' approach to vulnerable patients with a minority background. Conclusion/Implication: The presence of an ethnic patient coordinator team may give rise to a more migrantfriendly and culturally competent hospital.

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“…Furthermore, they suggested that sustaining a Magnet culture of excellence through redesignation may require more than the initial designation. [6] Moreover, Arthurs et al, [7] explained that transformational leaders see the vision for change and inspire others, equipping them to follow and implement the change. This became a reality for HMB in 2020.…”

Section: Education Planmentioning

confidence: 99%

Leveraging technology to prepare for a successful Magnet® virtual site visit

Arthurs¹,

Chalupa²

2023

JNEP

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Magnet Site Visits are part of the comprehensive review process for organizations seeking the American Nurses Credentialing Center’s (ANCC) prestigious Magnet® recognition for nursing excellence. In 2021, the ANCC’s Magnet Recognition Program® began offering the option for an onsite or Virtual Site Visit (VSV) for domestic and international organizations. These visits are the culmination of years of work that showcase the best in nursing practice and interprofessional collaboration. Chief Nursing Officers (CNOs) and Magnet Program Directors (MPDs) collaborate to strategically plan these visits. This article will describe a Magnet® recognized community hospital’s preparation for a VSV during the height of the COVID-19 pandemic. It will include development of partnerships with Information Technology Specialists, planning and logistics for meetings, development and implementation of a comprehensive education plan, and the overall orchestration of a VSV. Strategies will address the engagement of nurses and leaders amidst the challenges of the COVID-19 pandemic. With strategic planning, effective change management, and the adoption of technology, MPDs may gain confidence to facilitate a Magnet Site Visit virtually or in-person.

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A culture of nursing excellence: A community hospital’s journey from Pathway to Excellence® to Magnet® recognition

Cited by 9 publications

References 7 publications

Measuring Transformational Leadership in Establishing Nursing Care Excellence

Measuring Transformational Leadership in Establishing Nursing Care Excellence

Cultural Competences Gained Through an Education Program as Ethnic Patient Coordinator: A Qualitative Study

Leveraging technology to prepare for a successful Magnet® virtual site visit

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