Self-reported leadership behaviors of direct-care medical-surgical nurses: Strengths, challenges, and influential conditions

Participants will learn about leadership behaviors reported by direct-care medical-surgical nurses in the following categories: model the way, inspired a shared vision, challenge the process, enable others to act, and encourage the heart. Areas of leadership strength and challenges will be explored along with conditions that influence leadership development

Coaching and relational coordination within nursing leadership teams

Session presented on Monday, July 27, 2015: Purpose: The purposes of this Robert Wood Johnson Nurse Executive Leadership Project were to determine the level of coaching and relational coordination present among nursing leaders in acute care environments in central Texas and investigate the strengths of the relationships between the nurses\u27 coaching behaviors, relational coordination, and demographic characteristics. Methods: After Institutional Review Board approvals from the University of Texas at Austin and the hospital system, the nurse leaders were sent an email explaining the project. At the end of the email they were provided with an individualized link to the Relational Coordination and Coaching Survey. The survey consisted of the seven components of relational coordination and the 39 item Yoder Coaching Survey as well as nine questions about the demographic characteristics of the participants. Data were analyzed using SPSS v. 20. Results: Two hundred ninety-four nurses in leadership positions were invited to participate and 149 completed surveys were analyzed for a response rate of 50.6%. Response rates for the individual hospitals ranged from 27% to 73%. The nursing leader respondents were in the following roles: unit supervisor (n = 76), nurse manager (n = 38), director (n = 28), and chief nurse executive (n = 7). Most of the participants were female (n = 126; 86%), Caucasian (n = 116; 79%); had a Bachelor\u27s degree (n = 84; 57%), and were 40-49 years of age. The participants reported they had worked in their current position for 7.6 years and they worked for their current immediate supervisor for 5.5 years; 56% (n = 84) said they interacted with their boss daily. The only demographic characteristic that was correlated with the coaching survey scores was the amount of time they had worked for their current boss (r = .18; p = .045). Participants\u27 coaching survey scores ranged from 85-153 (M = 129; SD = 16). The items that had the highest mean scores were: is approachable (open door policy) (3.76), is committed to continuous improvement (3.76), has integrity (3.73), promotes an environment of excellence, rather than doing the minimum (3.67), and demonstrated trust in you (3.66). The coaching survey items that had the lowest mean scores were: gives you feedback to clarify performance expectations within the first three months of the rating period (1.14), keeps winning and losing in perspective (2.90), gives you public recognition on excellent performance (2.93), enters into an agreement with you about actions needed to solve your performance problems (2.96), and encourages you to take a risk to implement your ideas (2.99). There were statistically significant correlations between coaching and several of the communication RC components however, the correlations were small and of little administrative significance. Some of the relationship components of RC were moderately correlated with the coaching scores (r =.49 - .55; p\u3c.0001). Additionally, the coaching survey demonstrated excellent inteRN consistency when used with nursing leaders (?? = .96). The findings from this project were verbally briefed to the senior nursing leaders of the hospital system and they each were provided with 70 page detailed reports regarding the coaching and RC scores among and within their nursing leadership teams. These senior executives saw the value in assessing both coaching and RC within and between their leadership teams. They also quickly recognized opportunities for improvement at all managerial levels among the nursing leaders. They requested the findings be reported to all members of their nursing leadership teams and they are determining what educational and team building activities might be appropriate to address the areas needing improvement. Conclusion: The nursing leaders who participated in this project had demographic characteristics that are consistent with nursing leaders across the state of Texas and across the nation. Most nurse leaders in the United States are Caucasian females between the ages of 40-55. The data demonstrated that some coaching and RC behaviors were taking place among the leadership teams but there are opportunities for improvements in both areas. The two larger hospitals had better coaching and RC scores; this may have been because the chief nurse executives had recently completed Doctor of Nursing Practice degrees and they supported greater communication and empowerment within their hospitals among all nurses, not just the nursing leaders. It makes sense that the correlations between the coaching scores and the communication aspects of RC were lower than the correlations between the coaching scores and the relationship components of RC. Coaching is, after all, a career development relationship, comprised of components that are indeed relational whereas the communication components of RC are more utilitarian or transactional in nature. Coaching is an important CDR that is often not clearly understood by nurses and other leaders in healthcare environments. Coaching coupled with RC can help create a work environment where healthcare team members can have better communication and stronger relationships, which serves to potentially improve care quality and safety. This was the first examination of coaching and RC among nursing leadership teams. More research regarding such activities needs to take place to determine if coaching and RC do make a difference in patient outcomes. Educational and RC team building activities need to be explored as interventions to improve not only the care coordination among front-line clinicians such as nurses, physicians, social workers, etc., but also to improve overall organizational effectiveness through better inter-professional career development in healthcare

Quality of life, community integration, and behavioral health outcomes in military burn survivors

This was a longitudinal study of military burn survivors after they were treated at the military burn center located at Fort Sam Houston, Texas. Quality of life, satisfaction with life, community integration, post-traumatic stress and depression were outcomes of interest over 18 months post-burn center discharge

Medical surgical nurses\u27 perceptions of receiving coaching from first line managers

This study explores coaching, essential to building a healthy work environment. A recent study notes nurses receive coaching as feedback and problem resolution. Nurses also report gaps in coaching around goal-setting, and addressing performance. To further quality care and healthy workforce, this study examines the nurses\u27 perception of coaching received

Assessing nursing students\u27 perceptions of the QSEN competencies: A systematic review of literature

This session will cover a discussion of evaluating and summarizing the research about graduating pre-licensure nursing students\u27 perceptions of their knowledge, skills, and attitudes within all QSEN competencies

Emergent leadership: A novel perspective of frontline clinical leadership

Session presented on Friday, September 26, 2014: Approximately, 44,000 - 98,000 preventable deaths and over 1 million patient injuries occur yearly due to medical errors in health care delivery in hospitals in the United States (U.S.). Despite changes to health care policies and systems, improvement of the quality and safety of patient care have not met expectations because rates of preventable deaths and harm remain high in the U.S. More recently, the promotion of leadership at the point-of-care has been proposed as a strategy for improving the quality and safety of patient care. In the landmark report, The Future of Nursing: Leading Change, Advancing Health, the Institute of Medicine and the Robert Wood Johnson Foundation called for leadership at all levels and throughout all practice settings of the nursing profession. In addition, this report recognized that frontline staff nurses frequent and extended contact with patients and families places them in a unique position to directly influence the quality, safety, and efficiency of health care delivery. Therefore, staff nurse clinical leadership is crucial for service improvement in health care. However, frontline staff nurses have not traditionally been viewed to be in positions of leadership and established leadership models are based on individuals that are in hierarchical positions of authority within the organization. Moreover, current models of leadership do not fully describe staff nurse clinical leadership from the perspective of a frontline clinician that does not have formal authority yet demonstrates leadership within the interdisciplinary health care team. Therefore, the purpose of this presentation is: 1) to define the concept of staff nurse clinical leadership and differentiate this concept from other forms of frontline clinical leadership in the acute-care hospital setting, 2) to present the notion of emergent leadership as a novel perspective of staff nurse clinical leadership in interdisciplinary health care teams. A review of the literature and a concept analysis using the Walker and Avant methods were used to examine, define, and differentiate staff nurse clinical leadership from other similar concepts related to frontline clinical leadership in nursing. The review of the literature was conducted to assess the current state-of-the science of this phenomenon. In addition, a review of the literature for the concept emergent leadership also was conducted to evaluate the theoretical underpinnings of this phenomenon. The concept analysis and review of the literature of staff nurse clinical leadership indicated there was a lack of consensus about its meaning. Therefore, staff nurse clinical leadership was defined as a process that involves a staff nurse who, although has no formal authority, exerts influence over other individuals in the interdisciplinary health care team. In addition, there was a lack of literature that described staff nurse clinical leadership from the perspective of a frontline clinician that emerges as a leader within an interdisciplinary health care team. The theoretical underpinnings of emergent leadership, however, were consistent with the type of frontline clinical leadership that takes place in staff nurse clinical leadership. In addition, the findings of the emergent leadership literature review supported the emergence of leadership within the context of interdisciplinary teams or groups of individuals that assume responsibility for the completion of tasks, team functions, and team problem-solving in work environments. A clear delineation of the concept, staff nurse clinical leadership, distinguished this concept from other concepts and catchphrases frequently encountered in the frontline clinical leadership literature. A description of staff nurse clinical leadership from the perspective of emergent leadership provided a new approach and preliminary framework for advancing staff nurse clinical leadership practice, education, theory development, and research. Staff nurses may apply the gained clarity of the concept of staff nurse clinical leadership to their practices and roles as emergent leaders within their professional setting. Nurse educators may use the concept and framework to inform their strategies to effectively educate staff nurses about frontline clinical leadership. The science of staff nurse clinical leadership is emerging and more work is still needed. These findings provide a foundation for further theory development and research of effective models and global trends of staff nurse clinical leadership

Perioperative nurses\u27 perceptions of their nursing practice environments

In this session, the findings from a national survey of perioperative nurses practicing in the U.S will be presented. Perioperative nurses’ current perceptions of their nursing practice environments and the differences in these perceptions by demographic and organizational characteristics will be discussed

Nurses\u27 perceptions of the work environment during the COVID-19 Pandemic

The purpose of this activity is to share critical care nurses\u27 perception of the work environment during the pandemic. Lessons learned and interventions found to be central to a healthy work environment for critical care nurses were discovered as a result of this qualitative descriptive study and will be disseminated

Medical-surgical nurses\u27 evidence-based practice beliefs

The findings from this study demonstrate the evidence-based practice beliefs of nurses surveyed from the Academy of Medical-Surgical Nursing (AMSN) or who are certified as medical-surgical nurses from the Medical-Surgical Nursing certification Board (MSNCB)

ASIS&T Webinar and Discussion: The Role of Information During a Global Health Crisis - Association for Information Science and Technology

You're viewing a past blog from the Good Systems Grand Challenge team at The University of Texas at Austin about free webinars offered to discuss the current and future effects of global crisis.Office of the VP for Researc