Evaluation of a nurse leadership development programme

West, Margaret M.; Smithgall, Lisa; Rosler, Greta; Winn, Erin

doi:10.7748/nm.22.10.26.s29

Cited by 17 publications

(65 citation statements)

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“…Expert consultants were invited to review KNLR programme curriculum to ensure that content was applicable to the targeted areas. This was similar to many previous studies reported in the literature (MacPhee et al., ; Martin et al., ; Paterson et al., ; Patton et al., ; Strickler et al., ; West et al., ). Timely evaluation of the leadership development programme and obtaining feedback from programme participants also provides the basis for continuing refinement and further development of the programmes.…”

Section: Discussionsupporting

confidence: 92%

“…() reported that the Developing Leader Programme, which consists of three 1‐day face‐to‐face workshops and self‐directed reflective and application activities, helped to improve self‐perceived leadership capability in junior RNs. Most recently, West, Smithgall, Rosler, and Winn () evaluated the Nurses Emerging as Leader programme and reported an improvement in developing emerging nurse leaders to prepare for leadership succession.…”

Section: Background and Literature Reviewmentioning

confidence: 99%

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Kansas nurse leader residency programme: advancing leader knowledge and skills

et al. 2017

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Section: Discussionsupporting

confidence: 92%

Section: Background and Literature Reviewmentioning

confidence: 99%

Kansas nurse leader residency programme: advancing leader knowledge and skills

et al. 2017

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“…Learning experientially as a nurse manager should be accompanied by prior planning and close mentoring [67]. Previous studies show that the quality and level of training are responsible for orienting nurse managers towards good governance and the acquisition of the global vision of the organization [33,68,69]. Furthermore, the results of the current study emphasize how it is possible to appreciate differences between nurse managers who have completed advanced management programs with respect to others who have not participated in this type of training program, adding evidence to previous studies [68,70].…”

Section: Discussionmentioning

confidence: 99%

Nurse Manager Core Competencies: A Proposal in the Spanish Health System

García

Pinto‐Carral

Villorejo

et al. 2020

IJERPH

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Nurses who are capable of developing their competencies appropriately in the field of management are considered fundamental to the sustainability and improvement of health outcomes. These core competencies are the critical competencies to be developed in specific areas. There are different core competencies for nurse managers, but none in the Spanish health system. The objective of this research is to identify the core competencies needed for nurse managers in the Spanish health system. The research was carried out using the Delphi method to reach a consensus on the core competencies and a Principal Component Analysis (PCA) to determine construct validity, reducing the dimensionality of a dataset by finding the causes of variability in the set and organizing them by importance. A panel of 50 experts in management and healthcare engaged in a four-round Delphi study with Likert scored surveys. We identified eight core competencies from an initial list of 51: decision making, relationship management, communication skills, listening, Leadership, conflict management, ethical principles, collaboration and team management skills. PCA indicated the structural validity of the core competencies by saturation into three components (α Cronbach >0.613): communication, leadership and decision making. The research shows that eight competencies must be developed by the nursing managers in the Spanish health system. Nurse managers can use these core competencies as criteria to develop and plan their professional career. These core competencies can serve as a guideline for the design of nurse managers’ development programs in Spain.

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“…[26] A future topic for research will be to develop and test a training program for nurse managers that is independent of the organizational scale. [27] Because of constraints on the number of hospitals and participants that could be recruited for this study, there are limitations to the generalizations that can be made based on our results. Another potential limitation is that the scale and data we utilized could be outdated as they were from 2007-2008.…”

Section: Published By Sciedu Pressmentioning

confidence: 98%

Nurse managers’ self-evaluations of their management competencies and factors associated with their ability to develop staff

Shomura

Okabe²,

Tejima³

et al. 2019

JNEP

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The purpose of this study was to clarify how Japanese nurse managers (i.e., “shunin”) or higher-ranked positions self-rate their nursing management competencies and to identify factors associated with their ability to develop staff. Data were collected using a questionnaire based on the 41-item Management Index for Nurses. This index assesses the competencies related to six components of nursing management: planning, motivating staff, developing staff, communication, organization, and ensuring safety. The total possible score is 205 points. The mean percentage score for each component was calculated based on the responses from 118 participants (107 women; mean age = 44.1 ± 7.0 years). Results showed that the mean percentage score for competencies related to ensuring safety was, by far, the highest (71.8%), and the lowest was for competencies related to organization (47.6%). Principal factors found to be associated with participants’ ability to develop staff were “gathering and using information” (a subscale of “educational background and interests”) and “supportiveness of the work environment”. These results suggest that, to improve nurse managers’ competencies related to their ability to develop staff, hospitals need to establish continuing education systems that offer nurse managers convenient educational opportunities in management science, either on-site or at a higher education institution; and develop an in-house support system that enables managers to obtain counseling when practical management concerns cause them stress.

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Evaluation of a nurse leadership development programme

Cited by 17 publications

References 0 publications

Kansas nurse leader residency programme: advancing leader knowledge and skills

Kansas nurse leader residency programme: advancing leader knowledge and skills

Nurse Manager Core Competencies: A Proposal in the Spanish Health System

Nurse managers’ self-evaluations of their management competencies and factors associated with their ability to develop staff

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