Joyce J Fitzpatrick1, Mary Beth Modic, Jennifer Van Dyk, K Kelly Hancock. 1. Author Affiliations: Elizabeth Brooks Ford Professor of Nursing (Dr Fitzpatrick), Frances Payne Bolton School of Nursing, Case Western Reserve University, Cleveland; Clinical Nurse Specialist (Dr Modic), Director Nursing Education (Dr Van Dyk), and Chief Nursing Officer (Dr Hancock), Cleveland Clinic; and Executive Chief Nursing Officer (Dr Hancock), Cleveland Clinic Health System, Ohio.
Abstract
OBJECTIVE: The Leadership Education and Development (LEAD) Program was designed to transform care at the bedside by empowering clinical nurses as leaders. BACKGROUND: The heart of LEAD was enhancing communication skills of clinical nurses with clinical colleagues and, most importantly, patients and families. Key concepts of leadership/management were included: personal awareness, personal leadership skills/abilities, leading change, leading others individually and in teams, enhancing the patient/provider experience, and the leadership role in outcomes management. METHODS: A quantitative, longitudinal, survey design was used with 2 cohorts. The program consisted of six 4-hour sessions for 3 to 6 months. Leadership practices were measured before program implementation, at the end of the program, and 3 months after program completion. RESULTS: There were significant increases in leadership practices sustained 3 months after program completion. A range of other outcome measures was included. CONCLUSIONS: There is a need for additional leadership development programs for clinical nurses.
OBJECTIVE: The Leadership Education and Development (LEAD) Program was designed to transform care at the bedside by empowering clinical nurses as leaders. BACKGROUND: The heart of LEAD was enhancing communication skills of clinical nurses with clinical colleagues and, most importantly, patients and families. Key concepts of leadership/management were included: personal awareness, personal leadership skills/abilities, leading change, leading others individually and in teams, enhancing the patient/provider experience, and the leadership role in outcomes management. METHODS: A quantitative, longitudinal, survey design was used with 2 cohorts. The program consisted of six 4-hour sessions for 3 to 6 months. Leadership practices were measured before program implementation, at the end of the program, and 3 months after program completion. RESULTS: There were significant increases in leadership practices sustained 3 months after program completion. A range of other outcome measures was included. CONCLUSIONS: There is a need for additional leadership development programs for clinical nurses.