307 - Transformational Nurse Leader Program If We Build It They Will Stay
Description: Transformational Nurse Leader Program If We Build it They will Stay Clinical Problem: Nursing turnover has a significant impact on nurses’ job satisfaction, patient care outcomes and cost associated with nurse training
Background: The nursing shortage is projected to be 12.9 million by the year of 2035 (Nowrouzi, 2015). One out of five newly graduated nurses is expected to leave their position within the first year of employment (RWT, 2018). Reducing nursing turnover by 1% will save hospitals an estimated $328,400 (NSI, 2019). Description of Team: 1 Nurse Leader, 1 Night Nurse Supervisor, 1 Nursing Professor, 2 Clinician IV Charge Nurses, 1 Nurse Educator Description of Evidence Based Protocol: CINAHL, PubMed, and Psychinfo databases were searched. Thirty-four articles were critically appraised. Average turnover rates in Magnet Hospitals were examined and showed a correlation between Transformational Leadership style, Nurse Leader (NL) Education and nursing turnover. The National Database of Nursing Quality Indicators (NDNQI) survey results over the past three years were evaluated in relation to nurses’ job satisfaction as well as their perception of managerial support in the autonomous decision making, conflict resolution and promoting work-life balance. HANYS 2015 report describing difficulty with recruiting and retaining staff nurses and NLs was analyzed. A synthesis table of evidence displays the attributes and competencies required for successful Transformational Leaders. Implementation: Based on literature, the recommendations are to support the existing NL education program by offering it to all NLs, implementing an annual competency checklist, and creating a pool of new NLs through the CNIV N-Care® Operations Track. NL education will be evaluated utilizing pre and post knowledge assessment tools. Turnover rates will also be monitored. Results and
Conclusion: It is anticipated that by creating transformational NLs, nurses’ job satisfaction, work life balance and organizational commitment will subsequently improve the turnover rates. Implications for Nursing: The Transformational Leadership method encouraged by Magnet hospitals is associated with improved nurses’ job satisfaction, organizational commitment and reduced intent to leave. Leadership attributes and competencies that facilitated staff retention included NLs’ ability to provide vision, management of resources, supportive characteristics, staff empowerment, participatory management, honesty, visibility and flexibility. Proper education and mentorship of all NLs is thought to be essential for ability to succeed as Transformational Leaders as well as to reduce NLs’ burn out and fatigue.