Self-Perceived Leadership Behaviors of Clinical Ladder Nurses

doi:10.1016/j.mnl.2013.05.016

Nurse Leader

Volume 11, Issue 6, December 2013, Pages 51-53

https://doi.org/10.1016/j.mnl.2013.05.016 Get rights and content

A recommendation in the 2010 Institute of Medicine's (IOM) report The Future of Nursing: Leading Change, Advancing Health challenges the nursing profession to enhance nursing's leadership role in healthcare redesign.¹ This new role can be achieved through leadership programs focused on mentorships, leadership training, and development of leadership competencies. Nurses are frontline caregivers and play a vital role in meeting the objectives of the Affordable Care Act. In order to make maximum impact within the healthcare reform effort, nurses need to utilize leadership behaviors effectively.¹

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Cited by (13)

The impacts of career ladder system for nurses in hospital
2019, Enfermeria Clinica
Citation Excerpt :
The career ladder is divided based on education, ability, and experience.3,9,13,18 Nurses with more experience and skills can share their knowledge with nurses with fewer skills.3,6 Nurses are empowered and guided to undertake advanced training in ways that are easily understood and accepted by their peers.13,18
To examine the impacts of the career ladder programme on nurses’ job satisfaction.
We did a systematic review of the literature from 2008 to 2018. Data were collected from five databases (EBSCO, ProQuest, SAGE Journals, and Science Direct), using the keywords of nursing career ladder, job satisfaction, and clinical ladder.
Sixteen articles were included in the review. The results showed the impacts of the career ladder system for the nurses in hospital were: (1) career advancement, (2) development of mentorship, (3) establishing an effective reward system, (4) skill and education development, and (5) awareness of duty. Development of mentorship and career advancement were shown to influence the development of nurse competency significantly.
Mentorship and career advancement had the largest impact on the nurses’ career ladder implementation. Nurse managers have a substantial role in improving the implementation of the career ladder in order to enhance nurses’ satisfaction.
Transforming a Nurse Practice Advancement Program for the New Millennium
2018, Nurse Leader
Clinical ladder programs originated in the 1970s as a method to promote professional growth and as a means to reward and retain experienced clinical nurses at the bedside. A Clinical Ladder and Nurse Residency program has been in place at NYU Langone Hospital Center since the early 1970s with periodic revisions through 2014. This article will outline the methodology of restructuring and modernizing a static model, from a manager-led model to a peer-led process, to align with the organization's growth and evolving clinical practice utilizing the Lean model. This process is the first of several phases in a 3-year development plan. Outcome metrics will include increased retention and promotion rates.
Using a 360° Feedback Evaluation to Enhance Interprofessional Collaboration
2015, Nurse Leader
Citation Excerpt :
Search strategy terms used to explore the concept of 360° feedback in nursing included “registered nurse,” “360-degree feedback,” and “LPI assessment” using EBSCOhost and PubMed search engines. Summaries of nursing studies utilizing the LPI instruments are identified in Table 1.12–20 The LPI closely aligns with transformational leadership, a leadership style that is found to be highly successful in healthcare settings.11
The enactment of the Patient Protection and Affordable Care Act (ACA) created limitless opportunities for change and leadership in the U.S. healthcare system.¹ Nurse leaders are responsible and accountable for improving patient safety, increasing patient satisfaction, and decreasing cost while simultaneously creating a supportive, healthy work environment for their nursing staff. With the ever-changing healthcare landscape, nurse leaders must be able to create a common vision among teams and facilitate safe and improved patient outcomes across the continuum of care. Leadership is a crucial factor in nurse and patient outcomes and ultimately in the success of healthcare organizations.² Furthermore, transformational leadership competencies of nurse leaders are essential for managing change processes effectively and delivering high-quality care within healthcare organizations.³ An effective and efficient way to assess and develop transformational leadership competencies is to use 360° feedback. Transformational leaders look for pathways to foster and enhance communication within their teams and the organization. Although providing feedback is important, it is also necessary for leaders to receive feedback from their teams regarding their performance as leaders. By receiving feedback, especially 360° feedback, leaders can better address the needs of their subordinates. Transformational leaders focus on the “greater good” of the organization by using interprofessional feedback because it allows a pathway for higher team performance.
Redesigning a Clinical Advancement Program to Promote and Strengthen Competencies of Clinical Nurses
2022, Journal of Nursing Administration
Nurses' work-life balance on organizational socialization: Mediating effect of self-leadership and shared leadership
2021, Journal of Korean Academy of Nursing Administration
Impact of a patient safety leadership program on head nurses and clinical nurses: A quasi-experimental study
2021, Revista Latino-Americana de Enfermagem

View all citing articles on Scopus

¹: Christine Fardellone, DNP, RN, is a research nurse at the Center for Tobacco Control at North Shore University Hospital in Great Neck, New York.

²: Elizabeth R. Click, ND, RN, CWP, is an assistant professor at FPB School of Nursing at Case Western Reserve University in Cleveland, Ohio.

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References (21)

The relationship of nurses' professional characteristics to levels of clinical nursing expertise

Appl Nurs Res

Improving care requires leadership in nursing

Nurse Educ Today

The Future of Nursing: Leading Change, Advancing Health

Barriers to clinical leadership development: findings from a national survey

J Clin Nurs

Want to improve health care? Let nurses take the lead. Huffington Post Education.

An innovative environment where empowered nurses flourish

J Nurs Adm

Developing staff nurse shared leadership behavior in professional nursing practice

Nurs Adm Q

Today's Nursing Leader: Managing, Succeeding, Excelling

New knowledge and evidence for better leadership

Nurs Leadersh (Tor Ont)

Effects of hospital care environment on a patient mortality and nursing outcomes

J Nurs Adm

Cited by (13)

The impacts of career ladder system for nurses in hospital

Transforming a Nurse Practice Advancement Program for the New Millennium

Using a 360° Feedback Evaluation to Enhance Interprofessional Collaboration

Redesigning a Clinical Advancement Program to Promote and Strengthen Competencies of Clinical Nurses

Nurses' work-life balance on organizational socialization: Mediating effect of self-leadership and shared leadership

Impact of a patient safety leadership program on head nurses and clinical nurses: A quasi-experimental study