Evaluation of a Leadership Development Academy for RNs in Long-Term Care

Abstract

While evidence strongly suggests that nursing leadership impacts nursing home care, most nursing home (NH) RN leaders have not had the benefit of a structured educational program that emphasizes the skills necessary to effectively lead in today's complex NH environment. The University of Missouri Leadership Development Academy for RNs in Long-Term Care was developed as an innovative educational program to prepare NH RNs to become effective leaders. Early data evaluating the leadership academy suggest that participation in a structured leadership program over an extended period of time may enhance the leadership behaviors of NH RNs.

An Integrative Review of the Structures and Processes Related to Nurse Supervisory Performance in Long‐Term Care

“…This section will present a synthesis of the relevant studies. For 20 of the studies, the researchers focused on the supervisory performance of the regulated nurses, whereas two researchers (Ericson-Lidman, Larsson, & Norberg, 2013;Vogelsmeier, Farrah, Roam, & Ott, 2010) focused on the qualities, which were similar to the described supervisory behaviors of the other researchers so "supervisory performance" was the main construct used to described the results. Table S1 in the online appendix shows the description of the studies included in the review.…”

“…Sample sizes ranged from 12 to 300 participants in the qualitative studies, and 332 participants in the quantitative study. The mixed method studies with samples sizes ranging from 55 to 255 (Bishop et al, 2008;Rubin, Balaji, & Barcikowski, 2009;Vogelsmeier et al, 2010) utilized interviews, focus groups and surveys and one was a program evaluation (Volgesmeiser et al, 2010).…”

“…A comprehensive understanding of the structures and processes related to supervision can guide nursing education, practice, and performance evaluation within nursing homes. For example, one researcher evaluated a Leadership Development Academy for RNs, which resulted in improved RN confidence (Vogelsmeier et al, 2010), such a finding provides preliminary evidence that supporting RN participation in structured leadership programs can be beneficial by enhancing supervisors' abilities to become effective supervisors' in the home. A better understanding of the structures and processes related to supervisory performance can also lead to the development and implementation of strategies to support nurses in their roles.…”

“…McGilton et al (2009) described the supervisor's role in providing essential information and building supportive relationships with staff. Other authors have also highlighted the importance of facilitating teams and opportunities for teamwork (Bishop et al, 2008;Burke et al, 2001;McGillis Hall et al, 2005;Tyler & Parker, 2011), fostering interpersonal relationships (Dellefield, 2008;Vogelsmeier et al, 2010;Wicke et al, 2004), as well as setting expectations for ongoing communication (Siegel et al, 2008;Vogelsmeier et al, 2010;Wicke et al, 2004) as key processes related to effective supervision. To facilitate teamwork, nurse supervisors needed to engage and integrate both the staff and residents into decision making (Cooper & Mitchell, 2006); promote "collaborative" versus "hierarchical" relationships (Wicke et al, 2004); and foster relationships while still maintaining authority (Dellefield, 2008).…”

Clinical Nursing Leadership Education in Long-Term Care: Intervention Design and Evaluation

“…This study involved a 5-day residency program and a 2-day "booster" weekend 5 months after the initial training. Another study that included LTC nurses involved in direct patient care concluded that evidence exists for enhanced leadership practices following a sustained and intensive training period of 8 days over 6 months (Vogelsmeier, Farrah, Roam, & Ott, 2010). Although both intervention studies showed some measurable degree of success, they involved considerable time commitment, travel, and financial cost.…”