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Learning Objective 1: Recognize the importance of developing and implementing a nursing leadership succession plan to support organizational continuity, improve workplace environment and ensure optimal patient outcomes.
Learning Objective 2: Identify leadership development models that can be utilized for succession planning in today's healthcare setting.
The purpose purpose of the project is to develop a nursing leadership succession plan providing current registered nurses professional development and career advancement opportunities. Succession planning will provide a means to identify and develop human capital increasing leadership bench strength for future mid-level nursing management positions.
Methods
A systematic process for selecting high performing registered nurses includes submission of a leadership development application. Candidates will be selected by the nursing leadership succession planning committee. Candidates accepted into the Leadership Development Program (LDP) will participate in live leadership, management and career development workshops and an online e-learning program. Candidates will participate in experiential learning activities increasing leadership and management skill and competencies.
Upon acceptance to the program, candidates will complete the Kouzes and Posner (2003) Leadership Practices Inventory (LPI) and the Nurse Manager Skills Inventory (NMSI) (Nurse Manager Leadership Collaborative [NMLC], 2004). Upon completion of the program, candidates will complete the LPI and NMSI surveys. Pre and post scores will be used to evaluate candidate leadership progression.
Results
Upon completion of the program candidate perception of leadership competency and nurse manager skill level will be re-evaluated. The LPI and NMSI evaluation tools will be used to measure the candidates’ pre and post leadership and management competency level. The goal of the program will be to increase scores by 25% on the self LPI and NMSI.
Conclusion
A systematic and ongoing process for identification and development of intellectual capital to fill a nursing leadership pipeline will be created and sustained. As nurse manager/director positions become vacant, the leadership pipeline will provide internal promotion candidates.
References
Kouzes, J. M., & Posner, B. Z. (2003). Leadership practices inventory. San Fransisco, CA: Pfieffer: John Wiley & Sons, Inc. Retrieved from http://www.leadershipchallenge.com/WileyCDA/
Nurse Manager Leadership Collaborative. (2004). Nurse manager skills inventory. Retrieved from http://www.aacn.org/WD/Practice/Docs/12597_Inventory_Assesment_Inside.pdf