LEADERSHIP DEVELOPMENT PLAN

1. LEADERSHIP DEVELOPMENT PLAN Prepared by Cindy Hagerty Leadership Coaching/520 August 15, 2013 Dr. Susan Sasiadek-Southwestern College

2. Why is a Nursing Leadership Development Plan Necessary? • Effective nursing leadership is the glue that holds together a healthcare organization (Shirey, 2009). • Nursing leaders are found at all levels of an organization, from the bedside to the executive offices. • Good nursing leadership will support and empower nurses.

3. Nursing Strategic Plan Through the strategic plan and the core values of Stewardship, Excellence, and Human Dignity nursing will provide leadership, education, communication, and accountability. This vision of nursing will be accomplished through shared decision making, professionalism, and evidence based practice. Nursing leadership will also: • Provide patient centered care that drives value to the communities we serve. • Capture the benefits of clinical integration. • Enable growth and continued success.

4. Leadership Style • Utilization of different leadership styles depending upon the situation-master multiple styles. • Coercive: Use in emergency or disaster situations such as code blue, child abduction, weather related emergencies. • Authoritative: Must improve patient satisfaction scores. Share the benchmark goal, allow others to decide how to achieve it. • Affiliative: Team building, unit practice councils, celebrate accomplishments. • (Goleman, 2000)

5. Leadership Style (cont.) • Democratic: Shared decision making, meaningful and productive meetings. • Pacesetting: Clinical ladders for nurses, journey to Magnet status, quality and safety initiatives. Note- set reasonable timelines and expectations. • Coaching: Nurse recruitment and retention, succession planning, provide guidance and mentoring. • (Goleman, 2000)

6. Nursing Structure and Chain of Command Chief Nursing Officer New Multidisciplinary Team Director of Case Mgt & Social Work Director of Education New Multidisciplinary Team ACNO SF Campus ACNO St Teresa Campus & Integrated Services Lab Quality & Risk ACNO Harry Street & Behavioral Health X-Ray Black Belts Nursing Directors Nursing Directors Information Technology Pharmacy Nursing Directors CCC CCC Rehab Services CCC Human Resources BEDSIDE STAFF

7. Performance Evaluation and Feedback • Design clear role descriptions that include leadership expectations and responsibilities. • Develop a formal 360 degree feedback plan which includes face-to-face time. • Complete annual performance appraisals, which involve discussing leadership development goals. • Employee goals align with the goals of the organization. • Provide consistent informal feedback for work well done, acknowledge staff openly. • Use ideas from staff feedback to make changes in process and practice. • (Van Velsor, McCauley & Ruderman, 2010)

8. Team/Group/Individual Performance Development • Strengthen nurse communication skills through education and learning. • Support the design of Clinical Career Ladders and steps towards shared governance. • Help to create individual development plans that will enhance leadership and career advancement opportunities. • Utilization of self-awareness tools and action plans. • Support and encourage nurse certification and advanced education.

9. Group/Team Decision Making Process • Information and decision making processes are bi-directional between bedside staff and the leadership team. • Unit practice councils make decisions that directly affect nursing practice and patient care. • There is leadership support for ideas and implementation of change. • Create and support improvement teams that involve nurses, patients and families in patient-centered initiatives.

10. Internal and External Communication • Support creative learning strategies- online, classroom and mentoring. • Communicate clearly, consistently, and frequently. Encourage a sense of transparency- be open and honest. • Practice interactive listening and value the opinion of others. • Develop and utilize skills that focus on cross-cultural communication. • Organizational meetings quarterly facilitated by executive leaders, unit based staff meetings monthly facilitated by the unit practice councils.

11. Conflict Resolution • Leaders display ethical behavior consistently and “walk the talk”. • High performance standards are set, and staff are held accountable by self and leadership. • Support staff to attend conflict resolution workshops and education opportunities. • Encourage debriefing sessions after resolution of a critical situation. • Leadership partners closely with Human Resources.

12. Change Management • Leadership should lead and sustain change. • Communicate personally with staff on a frequent and consistent basis. • Have an “open door” policy, staff must have a place that is safe to voice concerns and ideas. • Decrease stress levels by keeping the culture simple. Evaluate how to make processes easier, and evaluate the necessity of meetings, reports etc. • (Greedey, 2006)

13. Conclusion • Personable, visible top leaders strongly connected to the staff, organization, and community. • The entire organization embraces people and experience as a top priority. • Front line staff are empowered and equipped with the support of leadership to perceive, prioritize, and deliver the best patient care experience.

14. References • Goleman, D. (2000, March-April). Leadership that gets results. Harvard Business Review, DOI: www.hbr.org • Greedey, N. (2006, October). Create and sustain a health work environment. Nursing Management, 37(10), 17. • Shirey, M. R. (2009). Authentic leadership, organizational culture, and healthy work environment. Critical Care Nursing Quarterly, 32(3). • Van Velsor, E., McCauley, C. D., & Ruderman, M. (2010). The center for creative leadership handbook of leadership development. (3rd ed., pp. 98-101). San Francisco, CA: Jossey-Bass.