Nursing Leadership Fellowship

C HILDREN’ S H OSPITAL OF P ITTSBURGH OF UPMC Nursing Leadership Fellowship Fellow Workbook FY2016 Nursing Leadership Fellowship Fellow Workbook FY2016 2 C HILDREN’ S H OSPITAL OF P ITTSBURGH OF UPMC Nursing Leadership Fellowship Fellow Workbook Table of Contents Section 1: Introduction to the Nursing Leadership Fellowship Program Overview Fellow Workbook Utilization Section 2: Fellowship Planning and Orientation Pre-fellowship Course Work Program Expectations Timeline and Calendars Enrichment Experiences Role of the Advisor Section 3: First Quarter Curriculum Communication and Relationship-Building Knowledge of the Health Care Environment Leadership Skills Professionalism Business Skills, Financials, and Human Resources Management Section 4: Second Quarter Curriculum Communication and Relationship-Building Knowledge of the Health Care Environment Leadership Skills Professionalism Business Skills, Financials, and Human Resources Management Section 5: Third Quarter Curriculum Communication and Relationship-Building Knowledge of the Health Care Environment Leadership Skills Professionalism Business Skills, Financials, and Human Resources Management Section 6: Fourth Quarter Curriculum Communication and Relationship-Building Knowledge of the Health Care Environment Leadership Skills Professionalism Business Skills, Financials, and Human Resources Management 3 C HILDREN’ S H OSPITAL OF P ITTSBURGH OF UPMC Nursing Leadership Fellowship Fellow Workbook Table of Contents Bibliography Didactic Classroom Schedules Appendices: Forms Goal Setting Advisor Progress Report Fellowship Shadowing Report Fellow Journaling Pages Enrichment Experience Articles/References Nursing Professional Organizations Listing AONE Nurse Executive Competencies Journal Club Articles Classroom Handouts 4 C HILDREN’ S H OSPITAL OF P ITTSBURGH OF UPMC Introduction to the Nursing Leadership Fellowship Section 1 The purpose of the development, implementation, and evaluation of a Nursing Leadership Fellowship is to provide a learning opportunity for formal and informal leaders to develop their transformational leadership characteristics. Objectives of the fellowship are to increase the knowledge of transformational leadership characteristics and develop leaders’ style as transformational. Through transformational leadership education and behavior development, leaders will improve the safety of the work environment for staff and patients. Contained in This Section: Program Overview Fellow Workbook Utilization 5 C HILDREN’ S H OSPITAL OF P ITTSBURGH OF UPMC Introduction to the Nursing Leadership Fellowship Section 1 Program Overview Program Overview The concept of transformational leadership is multifaceted. Transformational leadership is described as a leadership style with a proactive approach to management categorized by a vision for the future (Murphy, 2005). With a charismatic approach, leaders motivate and encourage followers to achieve organizational goals through individual consideration, intellectual stimula- tion, and effective communication (Murphy, 2005). Transformational leadership provides a framework for leaders to further develop their own knowledge and ability to lead through staff commitment, engagement, and a positive work environment. Environments rich in transformational leadership possess leaders that motive and energize their staff to engage in mutual goals, shared visions, and establish an empowering culture of personal values and mutual respect (Murphy, 2005). Within transformational leadership, leaders move their followers past their own interest towards a shared vision and goal (McGuire & Kennerly, 2006). Murphy (2005) acknowledges, “Leadership is subject to many interpretations” (p.131). Within nursing, Por- ter-O’Grady (1992) defined a transformational leader as “one who can take the concepts of change and human relationships and apply them to change circumstances, both to evaluate the condition and process and to facilitate the movement of the change along a clearly understood and confined continu- um” (p. 19). Transformational leadership is routed in a “mutual relationship between leader and follower” (Welford, 2002, p.9). An evidence-based practice (EBP) fellowship has been developed after a lit- erature review revealed that new leaders are not prepared, adequately educat- ed, or developed to manage constant change, think systematically, or assem- ble resources through team building and goal setting (Mahaffey, Kaplan, & Triolo, 1998; DeCampli, Kirby, & Baldwin, 2010; Sherrod, McKesson, & Mumford, 2010). A need was identified to support nurse leader development through mentorship, education, training, precepting, and orientation (Wolf, Bradle, & Nelson, 2005; Riggio & Lee, 2007; Gardner, 2010). Current and future nursing leaders must develop the skills, decision-making ability, and vision to create a culture of safety through nurse empowerment. The purpose of the development, implementation, and evaluation of a Nursing 6 C HILDREN’ S H OSPITAL OF P ITTSBURGH OF UPMC Introduction to the Nursing Leadership Fellowship Section 1 Program Overview Leadership Fellowship is to provide a learning opportunity for formal and informal leaders to develop their transformational leadership characteristics. Objectives of the fellowship are to increase the knowledge of transformational leadership characteristics and develop leaders’ style as transformational. Through transformational leadership education and behavior development, leaders will improve the safety of the work environment for staff and patients. The fellowship will begin in July 2015, with the identified fellowship partici- pants. During the initial phase or first months weeks of the program, education regarding leadership styles, characteristics, and behaviors will be taught through a didactic format with the use of PowerPoint presentations and workbook activities. Fellows will identify goals and be paired with an advisor for additional leadership mentoring and experience opportunities. The second phase of the fellowship will begin in September, 2015, and continue until June, 2016. During this phase of the fellowship, fellows will participate in one eight-hour didactic education session per month. In addition to classroom lectures, each month the fellows will engage in one eight-hour leadership shadowing experience and at least one leadership activity quarterly. Each participant will be expected to commit a minimum of 16 hours to phase one of the fellowship and 288 hours to phase two of the fellowship. Hours dedicated to participation in the fellowship will be included within the individual’s scheduled work time. 7 C HILDREN’ S H OSPITAL OF P ITTSBURGH OF UPMC Introduction to the Nursing Leadership Fellowship Section 1 Program Overview Fellowship Course Work The fellowship will begin in July, 2015, and continue one year until June, 2016. During the fellowship, fellows will participate in one eight-hour didactic education session per month. Education regarding leadership styles, characteristics, and behaviors will taught through an interactive lecture format incorporating the use of PowerPoint presentations and workbook activities. In addition to classroom lectures, each month the fellows will engage in one eight-hour leadership shadowing experience with their assigned advisor or another leader as arranged. The fellow will shadow a leader within the organization to observe leadership styles, characteristics, and behaviors. Dur- ing each eight-hour shadow experience, the fellow will complete journaling and goal setting activities. Each quarter during the fellowship, the fellow will be required to participate in at least one leadership activity to enrich the learning experience. 8 C HILDREN’ S H OSPITAL OF P ITTSBURGH OF UPMC Introduction to the Nursing Leadership Fellowship Section 1 Fellow Workbook Utilization Fellow Workbook Utilization The workbook is designed as a guide for the fellow to build upon a founda- tion of leadership skills. The workbook is divided into quarterly sections to facilitate learning, development, and experiences based on the focus of the curriculum. Each quarter will focus on specific skills related to each of the five nurse executive competencies as defined by the American Organization of Nurse Executives (AONE). Curriculum materials, resource articles, interactive activities, and supple- mental materials are included within the workbook. Calendars, didactic classroom schedules, journal club articles, and advisor resources are also pre- sented within the document. The appendices provides additional tools and resources for the fellows to utilize. 9 C HILDREN’ S H OSPITAL OF P ITTSBURGH OF UPMC Introduction to the Nursing Leadership Fellowship Section 1 Fellow Workbook Utilization First Quarter Communication and Relationship-Building - Effective Communication - Generational Diversity Knowledge of the Health Care Environment - Clinical Practice - Understanding Governance - Patient Care Delivery Models and Work Design Knowledge Leadership Skills - Foundational Thinking Skills - Personal Journey Discipline Professionalism - Active Membership in Professional Organizations - Personal and Professional Accountability Business Skills, Financials, and Human Resources Management - Financial Basics: Budget Fundamentals and Productivity Second Quarter Communication and Relationship-Building - Delegation - Shared-Decision Making Knowledge of the Health Care Environment - Knowledge of Risk Management - Knowledge of Quality Improvement and

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