preparing nurse leaders for transformative roles
Post on 08-Feb-2022
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PREPARING NURSE
LEADERS FOR
TRANSFORMATIVE
ROLESMargaret Blastorah, PhD, RN Lisa Cranley, PhD, RN
Lynn Nagle, PhD, RN Susan VanDeVelde-Coke, PhD, RN
Leslie Vincent, MScN, RN Michael Villeneuve, MSc, RN
OBJECTIVES
1. To understand the theoretical foundation and structure of a new graduate nursing leadership program
2. To appreciate the linkages among leadership demands and challenges, program curriculum, and program delivery approaches
AIMS
• Develop and deliver a program to prepare nurses for formal leadership roles in healthcare systems in Canada and internationally
• Graduates (would be) prepared for careers in health care administration, health policy, professional practice leadership, and other related roles
HOW WE GOT HERE
• Internal Review of MN program (Price, 2012)
• Anecdotal feedback from students and graduates
• Analysis of evolving leadership and administration context
• Increasing complexity of roles, organizations and systems
• Varying models of care, funding arrangements, information management processes
• Financial challenges
• Diverse interprofessional teams
• Consideration of changes in population of current and future students
• Younger, early career
• High users of technology-enabled communication
• Expectations regarding work-life-school balance
CONCLUSIONS
Inconsistent preparation and outcomes from “menu-driven” program format
Need for additional core knowledge and skills in HR, financial management, strategic thinking, emerging leadership approaches and theories
Perceived imbalance between theory and application
Leverage technology for program delivery (while retaining student-faculty connection)
More structured, consistent, relevant program to prepare nurse leaders
Learners needed increase exposure to leadership roles and practice opportunities (practicum)
Hybrid delivery format (combination of online and on-campus learning activities)
CREATING THE TEAM
• Faculty teaching in legacy MN-Administration program
• Adjunct faculty with expertise and experience as nurse leaders/executives
• Chief Nurse from TAHSN hospital
• Other consultation as needed
• Dean and Associate Deans
• TAHSN nurse leaders and executives
• Bloomberg Hospital-University Nursing Education Committee (HUNEC)
WHERE TO START????
• Some idea about strengths and gaps of legacy MN-Administration program
• Lots of ideas about topics, but a bit of a “laundry list”
• Needed an over-arching structure to identify essential content, scaffold learning and skill development, ensure relevance in 21st century
• Recognized that a single theory or framework would be inadequate
• Selected 4 relevant frameworks:CNA Advanced Practice Nurse framework (2009) – foundational to all our MN programs
Carol Huston’s 8 nursing leadership competencies for 2020 (2008)
LEADS framework (CCHL)
AONE Nurse Executive Competencies framework (2004)
INTEGRATION AND ALIGNMENT OF FRAMEWORKS –
OVERLAPS AND COMPLEMENTARITY
LEADS (CCHL) CNA Advanced Practice Huston’s 2020 Competencies AONE Nurse Exec
Competencies
Lead Self Coping effectively with change
A global perspective/mindset
Balance authenticity and performance expectations
Leadership skills
Professionalism
Engage Others Ability to identify learning needs of individuals and teams,
and finding or developing programs to meet them
Mentoring and coaching
Articulating a vision of professional nursing practice and
aligning nursing with organizational vision
Collaborating with team to develop QI and risk
management strategies
Apply theories related to group dynamics, roles and
organizations
Engaging clients and team members in resolving issues
at the individual, organization, and system level
Collaborative and team building skills
Balance authenticity and performance expectations
Communication and relationship-building
Leadership skills
Achieve Results Identifying and resolving complex problems in
organizations and systems
Managing and leading change and transformation
Program evaluation
Prioritizing quality and safety
A working knowledge of technology
Expert decision-making skills rooted in empirical
science
Business skills
Develop Coalitions Building effective coalitions
Demonstrating expertise in communication, negotiation,
and conflict management
Understanding legislation and socio-political dynamics
influencing health policy and building strategies to
improve health, access to health care, and healthy public
policy
Being politically astute
Systems
Transformation
A broad, effective set of advocacy skills Knowledge of the health care environment
ITERATIVE PROCESS OF CONTENT DEVELOPMENT
Identification of competencies
Grouping into meaningful units, coherent courses
Checking against competency map
Considering/debating dependencies and pre/co-requisites
HSLA SUGGESTED CONTENT
Accreditation
Advanced practice in nursing management functions, including
o Delegation
o Stress management
o Time management
Advocacy skills
Care delivery systems and models
Communication with diverse clients, groups, stakeholders and
situations
Conflict management
Critical thinking and integrative thinking, decision-making,
problem-solving
Data management, analysis, synthesis, interpretation and
translation in advanced nursing practice
Determinants of health and population health status
Development of goals, objectives and a vision for nursing
practice
Diversity
Ethical decision making, with a focus on management ethics
Evaluation of programs and systems
Evidence-informed practice and decision making
Fundamentals of care
Global health policy/systems
Health human resources management and development,
including:
o Assessment of work environments and their impact on staff
o Creating and maintaining work environments conducive to
organizational effectiveness
o Collective bargaining and union relationships
o Disciplining and terminating staff
o Evaluating staff performance
o Performance management
Evaluating performance
Mentoring and coaching staff
Motivating and developing employees
Managing performance/practice issues
(incompetence, incapacity, misconduct,
absenteeism)
Workplace relations and incivility
Discipline and termination
Managing absenteeism, workplace incivility,
employees with problems
Motivating and developing employees
o Recruitment
o Retention
Health system economics and financing
Heath system governance, legislation, legalities and
accountability
Health systems and organizational performance
Health-care organization accounting and finance
Healthy public policy
History of nursing (including leadership and advanced practice,
evolution of ideas and approaches, philosophy)
Information systems and technology
Interprofessional practice
Initiating, leading and managing change, innovation, and
transformation in complex programs and systems
Leading committees and task forces
Leadership principles, theory and practice
Leadership of self
o Attitude
o Emotional intelligence
o Influence
o Interpersonal communication
o Motivation
o Personal and professional accountability
o Political intelligence
o Professionalism
o Self-control
o Trust
o Problem-solving
Mentoring, coaching and evaluating individuals
Nursing research in advanced nursing practice
Nursing systems
Operations management, managerial tools and tactics
Organizational theory, structures and environment/culture
Patient safety, quality outcomes, errors and risk management
Philosophy (history/evolution of major perspectives, including
but not limited to philosophies of science, health, society,
management)
Power, influence and political action
Preparing and understanding budgets
Problem solving and innovation in complex organizations and
systems
Professional nursing practice models (including staffing, skill
mix and scheduling)
Program development, management and evaluation
Public policy and politics
Relationship management and interpersonal collaboration
Self-management including delegation, time management and
stress management
Strategic thinking and planning health care
Structure, organization and history of reform in Canada’s health
systems
Team building, management and interpersonal collaboration
Theoretical foundations for advanced practice
CURRENT PROGRAM STRUCTURE
Year Fall Winter Spring
Year 1 • History of Ideas in
Nursing Practice
• Research Appraisal
and Utilization Part 1
• Theories and
Concepts in Nursing
Leadership and
Administration
(Includes one week
on-campus residency)
• Research Appraisal
and Utilization Part 2
• Leading and
Managing Effective
Healthcare Teams
(Includes 80 h.
practicum)
Year 2 • Advanced Topics in
Management and
Leadership
• Health Systems,
Policy and the
Profession
• Program Planning
and Evaluation
• Practice Scholarship
Final Practicum (170
h.) with Leadership
Project
Includes 2-day on-
campus residency
ONGOING REVIEW AND “RE-MAPPING”
(WINTER 2017)NURSING LEADERSHIP COMPETENCIES FOR 2020 (Huston, 2008) 1017 1027 1127 1151 1152 1016 1034 1161 1072
A global perspective/mindset X X X X
A working knowledge of technology X X X X
Expert decision-making skills rooted in empirical science; X X X X X X X
Prioritizing quality and safety X X X X X X
Being politically astute X X X X
Collaborative and team building skills; X X X X X X X
Balance authenticity and performance expectations; and X X X
Coping effectively with change X X X X X X
OUTCOMES TO DATE
Feedback from students and graduates (anecdotal and survey):
Confidence in nursing leadership abilities
Applying for and securing leadership positions and undertaking organizational projects
Student recruitment:
Building awareness and interest within and beyond Southern Ontario
Students have participated from Alberta, Nova Scotia, Middle East, UK
Current students referred to program by previous students
QUESTIONS??
MN-HSLA Year 1 Residency Mar. 2017
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