213x 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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