Achieving Success[ion] In Healthcare Leadership: Building An Immersive Nurse Manager Residency Program

Succession in nursing leadership is essential to the success of the profession. Successful nurse leaders prove cost effective to organizations by promoting key patient outcome indicators and attributes associated with a decrease in staff nurse turnover. Professional development opportunities and mentorship prove successful in retaining nurse managers to advance healthcare leadership. However, literature shows that new nurse managers lack those professional development and mentoring experiences that contribute to their success in this crucial role. In an era where volatility, uncertainty, complexity and ambiguity remain constants for new healthcare leaders, a change in traditional professional development programs is key to sustaining future improvements in healthcare. A brief, immersive nurse manager residency program was developed. A cohort of 11 new nurse managers (0-24 months in their role) participated in this program. The program consisted of virtual learning courses, mentorship participation, and a series of structured meetings that cross-walked Association of Nurse Leaders (AONL) nurse manager competencies. Descriptive statistics were used to compare results on pre and post self-competency assessments as well as program evaluation findings at completion. The key finding was that in a complex healthcare organization flexibility, understanding, and convenience in delivery of professional development program activities was necessary to enable nurse manager participation. This required multiple accommodations to better meet the needs of end users. Nurse manager participants and mentors in this program reported an overwhelming need for these services now and into the future. This will require the type of responsive model developed in this project

Web-based learning and teaching resources for microscopic detection of human parasites.

DMU e-Parasitology (http://parasitology.dmu.ac.uk) presents novel web-based resources co-developed by EU academics at De Montfort University (DMU) for the teaching and learning of microscopic diagnoses of common and emerging human parasites. The package will be completed early in 2019 and presents a Virtual Laboratory and Microscope, which are equipped with engaging units for learning parasitological staining and fresh preparation techniques for detecting cysts, oocysts, eggs and spores, in conjunction with a library of digitised clinical slides. Units are equipped with short videos of academics performing the different techniques and quizzes and exercises, to provide students with the most practical experience possible

Evidence-Based Education Program to Reduce Nurse Manager Burnout

Nurse managers face numerous challenges and stressors in their daily practice. The support services offered to managers to facilitate coping in stressful situations vary among employers and may be ineffective depending on the stressors faced. Implementation of evidence-based best practices may positively impact nurse managers\u27 ability to manage stress. The purpose of this project was to develop an evidence-based stress reduction education program to empower nurse managers to handle work-related stressors and reduce burnout. The primary theory used to inform this project was the job demands-resource model, which explains how job demands and resources have multiple effects on job stress, ultimately impacting a worker\u27s level of engagement. Sources of evidence included peer-reviewed journals, evidence-based studies, and published documents or programs. Education was synthesized based upon evidence obtained during the literature review. Consistent with the evidence, topics covered in the education were; nurse manager-initiated methods of stress reduction, methods of modifying a workplace environment to decrease stress, nurse manager peer support, senior leadership involvement in nurse manager stress reduction, and the inclusion of future leader development as a stress management method. The focused learning objectives were nurse manager specific, measurable, and supportive of an adult learner. The social change impacted by this project will be derived from fostering a nurse managers ability to better cope with stressful situations, thus enhancing their role as a nursing leader

Retention Strategies to Prepare and Maintain Talent for Future Leadership Roles

Retaining qualified talent is essential to organizational leaders\u27 ability to maintain a competitive advantage. The purpose of this multiple case study was to explore the retention strategies that financial managers used to prepare and maintain talent to assume future leadership roles. The conceptual framework that grounded this study was the transformational leadership theory. The research participants were financial managers from 5 financial services businesses located in the southern region of the United States with a minimum of 5 years of management experience and at least 3 direct reports. Data were collected from semistructured interviews, observations, and review of annual reports, websites, and talent-development strategies. To ensure data saturation, methodological triangulation was used. Data analysis using the modified van Kaam method enabled the identification of 4 themes: preparing, partnering, mentoring, and investing. The implications of this study for positive social change include the potential for leaders of financial businesses to increase awareness of the value of talent retention efforts across organizations, thereby improving profit margins

DEVELOPING FRENCH LANGUAGE LEARNING LEADERSHIP

This Organizational Improvement Plan analyzes the leadership shortage in a French language school board and the scarcity of qualified, skilled, and knowledgeable principals and vice principals willing to lead schools as learning organizations within minority contexts. French language principals have a unique responsibility for ensuring instructional excellence and learning, and they must lead in ways that transmit the mission and values of Francophone language and culture (Leurebourg, 2013). They must understand the cultural context of leading in minority environments and that organizational survival depends upon adaptability and the capacity to learn as an organization. Organizations should have a long-term strategic succession plan to attract, recruit, hire, and develop potential leaders. However, fewer individuals are willing to lead schools since the responsibilities are taxing, the remunerations are incongruent with the invested time, and the professional supports for leadership development are lacking. Drawing on multiple directions of inquiry to identify and analyze the problem of practice, this OIP proposes a change strategy inspired by Senge’s (2006) Learning Organization, and Cawsey, Deszca and Ingols’ (2016) Change Path Model. Change progress will be measured using a Strategy Map and a Balanced Scorecard (Kaplan & Norton, 2004) that fuses the criteria of Learning Organization Dimensions (Watkins & Marsick, 2017) throughout the various phases of the organizational change strategy

Convergence: How Five Trends Will Reshape the Social Sector

This report highlights five key trends and how their coming together will shape the social sector of the future. Based on extensive review of existing research and in-depth interviews with thought leaders and nonprofit leaders and activists, it explores the trends (Demographic Shifts; Technological Advances; Networks Enabling Work to be Organized in New Ways; Rising Interest in Civic Engagement and Volunteerism; and Blurring of Sector Boundaries) and looks at the ways nonprofits can successfully navigate the changes. The monograph is by La Piana Consulting, a national firm dedicated to strengthening nonprofits and foundations

Australian tertiary learning and teaching scholarship and research 2007-2012

Research into Higher Education is strongly supported in Australia by journals and conferences. Teaching and learning awards, projects and programmes in Australia have gained a significantly larger profile over the last five years thanks, in part, to an imaginative and supportive environment fostered by the federal government through the Australian Learning and Teaching Council (ALTC) and now the Office for Learning and Teaching (OLT)

Effective Strategies to Reduce Employee Turnover at U.S. Higher Education Institutions

Employee intent to leave the organization has the potential for adverse business outcomes. Business owners are concerned with employee intent to leave, as it is the number one predictor of actual employee turnover. Grounded in transformational leadership theory, the purpose of this qualitative multiple-case study was to explore strategies higher education institution (HEI) leaders use to minimize employees’ intent to leave. The participants were six leaders of two HEI sector organizations who minimized employee intent to leave. Data were collected using semistructured interviews and a review of organization employee handbooks. Through thematic analysis, three themes were identified: (a) positive workplace culture characterized by transparent and efficient communication, (b) implementation of a salary and benefits strategy that incorporates rewards and recognition, and (c) promotion of employee empowerment through training and opportunities for personal growth. A key recommendation is for HEI leaders to implement a positive workplace culture through effective communication and monthly employee recognition activities. The implications for positive social change include the potential to retain valued employees, foster good social development, and support the local community workforce