Transforming Care through a Practical and Innovative Model of Leadership Development

Sunday, November 1, 2009

Mickey L. Parsons, RN, PhD, MHA, FAAN1
Nancy Ray, MA, RN2
Evelyn Swenson-Britt, MN, RN2
Carol Reineck, PhD, RN, FAAN, NEA-BC1
1School of Nursing, University of Texas Health Science Center at San Antonio, San Antonio, TX
2University Health System, San Antonio, TX

Learning Objective 1: describe each leadership development component of the model.

Learning Objective 2: discuss examples of the 3 components and associated outcomes.

Purpose: The purpose is to describe the practical and innovative leadership development strategies encompassing a unique faculty – staff partnership to advance nursing excellence at the University Health System and University of Texas Health Science Center at San Antonio.

Description: The program has three key leadership components: Critical Readings of Research Publications Course, the Healthy Workplace Intervention, and the Unit Leadership Initiative.  First, the Reineck (2006) Critical Readings of Research Publications (CCRP): A Self-Paced Study for Small Groups educational program workbook and mentoring course  provides nurses with the foundation to read, critique, and utilize research for their evidenced based nursing unit and hospital projects, and supports the system wide Nursing Discovery Groups.  Second, the Parsons (2004) Healthy Workplace Intervention informed the implementation of the unit based Quality of Care and Working Life Intervention, promoting shared leadership, empowerment and change.  Third, a system wide Unit Leadership Initiative for all Nursing Directors and Patient Care Coordinators was implemented utilizing Appreciative Inquiry and further informed by Kouzes and Posner (2007) The Leadership Challenge. The early markers of success include the following: Development and implementation of eighteen (18) unit and system evidenced based projects and Discovery Groups to improve quality care; Implementation of a hospital wide leadership team and six units year long Quality of Care and Working Life Interventions resulting in twenty one (21) action plans for improvement. One unit presented their project and results at the national Academy of Medical-Surgical Nursing this fall, and four are preparing articles for publication; and, sixty (60) nurse leaders are participating in the Unit Leadership Development Initiative with active Leadership Plans of Action at the unit level.

Conclusions and Implications for Practice:  A practical and innovative leadership development  approach is essential to sustain healthy work environments and care for the world’s people in the global community.