護士行業領導者的生活經歷.pdf

《護士行業領導者的生活經歷.pdf》由會員分享，可在線閱讀，更多相關《護士行業領導者的生活經歷.pdf（30頁珍藏版）》請在三個皮匠報告上搜索。

1、Learner Disclosures1 Provider Statement:Assessment Technologies Institute,LLC(ATI Nursing Education)is accredited as a provider of nursing continuing professional development by the American Nurses Credentialing Centers Commission on Accreditation Criteria for Successful Completion:To obtain credit

2、for this activity,the participants must:Attend 100%of the session Complete activity by 07/31/2023 and submit the online evaluationExpires 7/31/20232 All information included in National Nurse Educator Summit presentations is the copyrighted property of ATI or the individual presenters.You may not re

3、cord this presentation or copy and/or distribute any of the handout materials.Lived Experiences of Nurse LeadersCatherine J.Mohammed,PhD,MPhil,MN,RNATI Nurse Educator Summit 20233Learning Objectives4Discover the lived experience of nurse leaders to inform and prepare other nurse leaders for the futu

4、re.1.Explore the experiences and perceptions of nurse leaders in the state of Arizona.2.Interpret the descriptions,concepts,and common themes deemed important by nurse leader participants to better prepare nurse graduates.3.Understand the significance of how this study affected three areas:the profe

5、ssion of nursing,the practice and public policy in health care,and the possibilities for social change.Research Gap!5Known:National Academy of Medicine reports,research reflective of front-line nurses,successful work environments,and decreased turnover(see NAM,2021)Research Gap:Few researchers addre

6、ssing the lived experiences of nurse leaders-influential experiences in success or failure Secondary Gap:Little evidence of transformational leadershipPurpose:Qualitative phenomenological study was to explore the lived experiences of 12 influential nurse leaders from the state of ArizonaIn the pursu

7、it of excellence,I sought to provide the profession with a clear and more concise way to leadership success.Theoretical Framework6Transformational leadership theory provided the framework for the study.Expectations from the profession of nursing in the use of transformational leadership in the pursu

8、it of excellence(Magnet Designation,see ANCC,2021)Little evidence of the use of transformational leadership or that nurse leaders are prepared for leadership roles using transformational leadershipResearchQuestions7RQ1:How do nurse leaders in Arizona make meaning of their leadership experience?RQ2:H

9、ow do nurse leaders prepare themselves for leadership roles in nursing?Participant SummariesSix Primary themes with subthemes emergedHave and Use Your VoiceTake Leadership on the“Walk”Invest in Yourself and OthersYou Own the CultureDevelopment of Own StyleMentoring,Teaching,and CoachingResults8Have

10、and Use Your VoiceSubthemesCommunicationListenFeedbackResults9Take Leadership on the“Walk”SubthemesLive by your values“Walk the walk”Be politically astuteResults10Invest in Yourself and OthersSubthemesContinuous learningFormal versus Informal EducationLearn Business SkillsResults11You Own the Cultur

11、eSubthemesUnderstand the cultureBuilding trustBuilding peoplePassionResults12Development of Own StyleSubthemesPreparationInfluenceLearning from mistakesChanged themselvesResults13Mentoring,Teaching,and CoachingSubthemesEncouragementLife lessonsStill in touchResults14Reflection on their leadership jo

12、urneysFindings:The findings were that the experiences of the nurse leaders were similar and indicated certain themes for success.Results15Interpretation16RQ1:How do nurse leaders in Arizona make meaning of their leadership experience?Six interview questions led to the development of these concepts a

13、nd themes to address RQ1:Move to different leadership roles How to take on challenging roles intentionally to grow How to use their voice for change Advocacy for the staff Development of other leaders Confirmed the demand and urgency for graduate education for aspiring nurse leaders.Invest in yourse

14、lfInterpretation17RQ2:How do nurse leaders prepare themselves for leadership roles in nursing?Seven interview questions led to the development of these concepts and themes to address RQ2:Continuous learning because most participants did not feel prepared for their first role The desire for a mentor

15、to model the way Acknowledged the need to invest in themselves by returning to school for advanced degrees,business skills,and enhanced credentials to develop their leadership styleInterpretation18Concepts and themes,continued:Changed their leadership preparation Use of leadership theories Developed

16、 or changed their styles Investing in yourself and others-continuous learning to improve;constantly keeping up with changing clinical knowledge,technology,and health care policy and politics Importance of leading and“owning”the work environment culture19Domain 6:Interprofessional Partnerships involv

17、es intentional collaboration across professions and with care team members,patients,families,communities,and other stakeholders to optimize care,enhance the healthcare experience,and strengthen outcomes.Domain 7:Systems-Based Practice prepares nurses to lead within complex systems of health care.Nur

18、ses must effectively coordinate resources to provide safe,quality,equitable care to diverse populations.20Domain 9:Professionalism involves cultivating a sustainable professional nursing identity,perspective,accountability,and comportment that reflects nursings characteristics and values.Domain 10:P

19、ersonal,Professional,and Leadership Development includes activities and self-reflection that foster personal health,resilience,and well-being,lifelong learning,and support the acquisition of nursing expertise and assertion of leadershipUnderstand the significance of how this study affected three are

20、as:the profession of nursing,the practice and public policy in health care,and the possibilities for social change.21Confirmations from the literature22 Mentorship,leadership competencies,some kind of training,and transition to the role(Burke&Erickson,2020;Nghe et al.,2020;Pilat&Merriam,2019).Even i

21、n the best work environments with well-designed leadership programs,the new nurse leader may feel that role mastery,confidence,and satisfaction may suffer(Pilat&Merriam,2019).Nurse leaders do not have the business acumen,understanding of health care systems,and human resource management skills neede

22、d to be successful(see AONL,2021;Morse&Warshawsky,2021;Munari et al.,2019;Nghe et al.,2020;Pilat&Merriam,2019;Sherman&Saifman,2018).Confirmations from the literature23 Fennimore and Warshawsky(2019)suggested that graduate education should be the minimum standard for nurse managers.Prepare the future

23、 leaders more intentionally(Bognar et al.,2021;Burke&Erickson,2020).Transformational leadership:patient outcomes,staff satisfaction and retention,the Magnet model,staff empowerment,followership,and healthy work environments(see ANCC,2021;Clavelle et al.,2012;Diggins,2016;Kelly et al.2014;Pearson,202

24、0;Prado-Inzerillo et al.,2018;Robbins&Davidhizar,2020;Shaughnessy et al.,2018).Confirmations from the literature24 The nursing workforce should demand transformational leadership(Lewis,2015).The transformational leader is key to the empowerment of nursing staff(ANCC,2021;Clavelle et al.,2012;Diggins

25、,2016;Kelly et al.2014;Pearson,2020;Prado-Inzerillo et al.,2018;Robbins&Davidhizar,2020;Shaughnessy et al.,2018).Enhances a healthy environment for the entire health care organization and thus the patients(Pearson,2020;Robbins&Davidhizar,2020).Theoretical Inferences25Transformational Leadership The

26、probing question around leadership theory use and development allowed for the participants exploration into their own style and how they believed they intentionally used a theoretical framework or not.Conclusions:Each participant was familiar with leadership theories and took principles from one or

27、more in their leadership styles.None found one theory to be complete and encompassing all that is needed in leading people.One participant even suggested that transformational leadership was more of an organizational leadership theory and was not comprehensive to lead people in all work environments

28、.Recommendations of the study26 Continue the research into the lived experiences of the nurse leaders to add and clarify the theme construction Leadership competencies:developed for undergraduate nursing programs,leadership trainings for transition to leadership roles,and focus on the development of

29、 the graduate leadership degrees.Continued belief in the principles of transformational leadership,which can be embodied into the leadership competenciesRecommendations for Nursing Education27Theory interweaved into the undergraduate nursing coursesUnfolding case studiesMulti-patient simulationsDele

30、gation and prioritization-experiential learning activitiesSpecial focus in leadership and management courses.Conclusions28*Adds to the research of lived experiences of nurse leaders*Will assist in the development of improved and futuristic leadership competencies and skills.*Continues to demonstrate

31、 that the importance of continuous learning,developing,and improving leadership success is imperative to the health of the United States and beyond.*Advance knowledge in public health care policy by demonstrating that the development of nurse leaders in all areas of health care can lead to better positive patient outcomes.*Contributes to the transformation of the healthy work environments-healthy work environments produce better patient outcomes.2930Catherine J Mohammed PhD,MPhil,MN,RNWork:cmohammedchamberlain.eduHome:References available upon request