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ABSTRACT
As a result of the growing shortage of nurses and the dramatically changing role of the front-line nurse manager, leadership education for nurses is of critical importance. The purpose of the project described in this article was to design, implement, and evaluate an innovative model of nursing leadership development for students enrolled in registered nurse to bachelor of science in nursing or registered nurse to master of science in nursing programs. A guided "action-learning" course was designed that focused on both core knowledge and experiential learning. The course was developed with the assistance of an advisory panel of prominent nurse leaders with expertise in administration, health policy, informatics, and nursing education. The prototype course was offered for the first time as an elective in Spring 2003. Evaluation data indicated that the course was considered valuable by students and with modifications suggested by students, faculty, and advisory panel members, the course would be offered regularly as part of the curriculum. Recommendations also included adapting course content to a continuing education format.
The current nursing shortage has underscored the need for nursing leadership at every level and in all healthcare organizations. It is increasingly recognized that a cadre of more competent and better prepared nurse managers is pivotal to nurse retention (Corning, 2002; Kerfoot, 2000). In surveys reported by the Gallup Organization, the relationship between employees in all types of occupations and their immediate supervisors was found to be a critical element affecting retention (Buckingham & Coffman, 1999). In surveys and focus groups of nurses, the effectiveness of nursing leadership has been cited as an important factor in nurses' satisfaction with their jobs.
A review of the original Magnet Hospital study that was conducted by Aiken et al. concluded that "the leadership in the study hospitals was clearly the key to their success in recruiting and, more importantly retaining registered nurses" (McClure, Poulin, Sovie, & Wandelt, 2002, p. 9). A Voluntary Hospitals of America (VHA) study of the relationship between leadership skills of healthcare managers and high turnover rates found that managers in units with lower turnover rates had stronger leadership skills, "particularly related to risk assessment, crisis and conflict resolution, helping employees manage stress, and building relationships using effective communication skills" (Gelinas & Bohlen,...