Other Titles
PechaKucha Presentation
Abstract
Nurse leaders have significant opportunity to impact the health and well-being of the workforce. Leadership behaviors impact empowerment, motivation, performance, culture, and retention.1–3 Often great clinicians are promoted to leadership roles with little to no training or support in developing their leadership style and practices.4 It is crucial to develop intentional, effective leaders to promote safe and healthy work environments and adaptable and enduring teams.1–3 An effective leadership development program can advance a healthy work environment and reduce leader turnover.
Leaders play a critical role in promoting empowerment of their teams.2,5 Nurses who are empowered formally and informally can have significant positive impact on patient outcomes , safety, and organizational climate.1,5 During times of change, empowered teams maintain high quality outcomes and remain adaptable.6 Additionally, leaders directly and indirectly impact the motivation and performance of their teams, and poor leadership can increase levels of burnout and intent to leave.1,3
Nurses with superior clinical skills or tenure in a department are often recruited for and given leadership positions without adequate preparation.4 This often leads to a lack of confidence, consistency, and effectiveness in core leadership skills.1,4,7 Leaders often have opportunity to develop skills such as communication, collaboration, and interpersonal skills, and to develop their personal leadership style.4,5 While didactic classes on leadership may offer some insight, they aren’t sufficient to promote well developed and effective leaders.4 Similarly, professional coaching can improve social awareness and promote self-reflection and personal growth7, yet may not allow space for developing collaborative skills or practicing difficult conversations. This presentation will discuss a multifaceted approach to leader development that includes asynchronous learning, group interaction, and individual coaching that ultimately supports holistic leader development.
Notes
References:
1. Skillman D, Toms R. Factors influencing nurse intent to leave acute care hospitals: A systematic literature review. JONA J Nurs Adm. 2022;52(12):640-645. doi:10.1097/NNA.0000000000001225
2. García Sierra R, Fernández Castro J. Relationships between leadership, structural empowerment, and engagement in nurses. J Adv Nurs. 2018;74(12):2809-2819. doi:10.1111/jan.13805
3. Alsadaan N, Salameh B, Reshia FAAE, et al. Impact of nurse leaders behaviors on nursing staff performance: A systematic review of literature. Inq J Health Care Organ Provis Financ. 2023;60:004695802311785. doi:10.1177/00469580231178528
4. Balluck J. Increasing nurse leaders competence and confidence by implementing a novice nurse leader development program. Nurse Lead. 2023;21(3):e22-e27. doi:10.1016/j.mnl.2022.10.013
5. Connolly M, Jacobs S, Scott K. Clinical leadership, structural empowerment and psychological empowerment of registered nurses working in an emergency department. J Nurs Manag. 2018;26(7):881-887. doi:10.1111/jonm.12619
6. Trus M, Galdikiene N, Balciunas S, Green P, Helminen M, Suominen T. Connection between organizational culture and climate and empowerment: The perspective of nurse managers. Nurs Health Sci. 2019;21(1):54-62. doi:10.1111/nhs.12549
7. Anthony EL. The impact of leadership coaching on leadership behaviors. J Manag Dev. 2017;36(7):930-939. doi:10.1108/JMD-06-2016-0092
Sigma Membership
Gamma Omega at-Large
Type
Presentation
Format Type
Text-based Document
Study Design/Type
N/A
Research Approach
N/A
Keywords:
Workforce, Acute Care, Coaching
Recommended Citation
Wood, Rachel E.; Schmitz, Jennifer; and Slifko, Andrew, "When Good Clinicians Don’t Make Good Leaders: Closing the Gap With Multifaceted Leader Development" (2025). Creating Healthy Work Environments (CHWE). 76.
https://www.sigmarepository.org/chwe/2025/presentations_2025/76
Conference Name
Creating Healthy Work Environments
Conference Host
Sigma Theta Tau International
Conference Location
Phoenix, Arizona, USA
Conference Year
2025
Rights Holder
All rights reserved by the author(s) and/or publisher(s) listed in this item record unless relinquished in whole or part by a rights notation or a Creative Commons License present in this item record.
Review Type
Abstract Review Only: Reviewed by Event Host
Acquisition
Proxy-submission
When Good Clinicians Don’t Make Good Leaders: Closing the Gap With Multifaceted Leader Development
Phoenix, Arizona, USA
Nurse leaders have significant opportunity to impact the health and well-being of the workforce. Leadership behaviors impact empowerment, motivation, performance, culture, and retention.1–3 Often great clinicians are promoted to leadership roles with little to no training or support in developing their leadership style and practices.4 It is crucial to develop intentional, effective leaders to promote safe and healthy work environments and adaptable and enduring teams.1–3 An effective leadership development program can advance a healthy work environment and reduce leader turnover.
Leaders play a critical role in promoting empowerment of their teams.2,5 Nurses who are empowered formally and informally can have significant positive impact on patient outcomes , safety, and organizational climate.1,5 During times of change, empowered teams maintain high quality outcomes and remain adaptable.6 Additionally, leaders directly and indirectly impact the motivation and performance of their teams, and poor leadership can increase levels of burnout and intent to leave.1,3
Nurses with superior clinical skills or tenure in a department are often recruited for and given leadership positions without adequate preparation.4 This often leads to a lack of confidence, consistency, and effectiveness in core leadership skills.1,4,7 Leaders often have opportunity to develop skills such as communication, collaboration, and interpersonal skills, and to develop their personal leadership style.4,5 While didactic classes on leadership may offer some insight, they aren’t sufficient to promote well developed and effective leaders.4 Similarly, professional coaching can improve social awareness and promote self-reflection and personal growth7, yet may not allow space for developing collaborative skills or practicing difficult conversations. This presentation will discuss a multifaceted approach to leader development that includes asynchronous learning, group interaction, and individual coaching that ultimately supports holistic leader development.
Description
When a nurse stands out for superior clinical performance or loyalty to a department, they are often considered for and awarded leadership roles.4 However, excellence in clinical skills doesn’t necessarily translate to effective leadership.4 It is clear that leadership practices positively impact staff empowerment, retention, safety, and performance.1–3 We present our proven, multifaceted leader development program that bridges the gap between an expert clinician and an effective leader.