Design: A one-group pre-test, post-test quasi-experimental design guided the study. All participants received the leadership development intervention and acted as their own controls as they were assessed at both pre and post-test periods.

Population, Sample, Setting, Years: In 2001, 67 of the 73 intervention recipients in Toronto, Canada agreed to participate. Participants were employed in 28 different Canadian health care agencies. Informed consent was invited from participants to engage in various study components.

Intervention and Outcome Variables: The intervention was delivered in a five-day residential learning program with a booster weekend three months after the initial intervention and included didactic sessions, self-reflection, small group discussions, coaching, and networking. Outcomes studied included leadership practices and burnout. Leadership outcomes consisted of self and observer-reported leadership practices assessed using the Leadership Practices Inventory. Participant self-reported burnout was measured using the Maslach Burnout Inventory.

Methods: Self and observer reported data were collected at pre and post-test time six months after the leadership development intervention. Data were analyzed using MANOVA.

Findings: Two important findings were: 1) there were no statistically significant self-reported differences in leadership practices from the pre-test to post-test, yet 2) there were statistically significant differences in peer reported leadership practices from pre-test to post-test time.

Conclusions and Implications: Study results indicate the usefulness of a leadership development intervention to assist nurses to attain and maintain leadership knowledge, skills, and attitudes. This intervention is useful to strengthen the pool of nurse leaders

Back to Posters I
Back to 15th International Nursing Research Congress
Sigma Theta Tau International
July 22-24, 2004