Abstract
Background: Healthcare organizations face mounting pressure to improve patient outcomes while reducing costs in a rapidly changing environment. Strong leadership is essential to foster a culture of inquiry and innovation that drives evidence-based practice (EBP), quality improvement (QI), and research. However, barriers such as resource limitations, risk aversion among managers, and a lack of clear frameworks for frontline staff can impede these efforts. This initiative addressed these challenges by empowering nurses at all levels to engage in scholarly activity and lead improvement efforts.
Methods: A team of three nurse leaders within a 12-hospital system developed a comprehensive program including toolkits, training modules, and a structured mentorship program. This program provided a structured approach to address potential concerns regarding job security and support for innovation, which can commonly arise during periods of change. The program utilized an enhanced process improvement model, adapted from the Institute of Healthcare Improvement, Lean, and Six Sigma methodologies, to strengthen root cause analysis and guide QI initiatives, providing guardrails to ensure project quality and allay leadership concerns.
Results: Over two years, the program resulted in a 400% increase in system-wide QI initiatives, 63 research studies, 210 EBP projects, 374 projects initiated from shared governance, and 25 national/international presentations. These initiatives led to significant improvements in patient outcomes, including decreased length-of-stay, reduction in HAPIs, and improved patient satisfaction. Cost savings were substantial, with an annual ROI ranging from 63% to 79.5% on projects such as CAUTI, CLABSI, and mortality reduction. The program also improved nurse retention and reduced dependence on travelers.
Conclusion: This program demonstrates that a strategic leadership initiative focused on nurse empowerment and mentorship can effectively cultivate a culture of inquiry and innovation within a dynamic healthcare environment. By providing the necessary resources, support, and a structured framework, healthcare organizations can achieve significant improvements in patient care, cost savings, and nurse engagement. This model, developed by a small team, offers valuable and accessible insights for healthcare systems of all sizes seeking to develop future nurse leaders and drive organizational excellence.
Notes
References:
Porter-O'Grady, T., & Malloch, K. (2018). Quantum Leadership: Building Better Partnerships for Sustainable Health (5th ed.). Jones & Bartlett Learning.
Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.
Ulrich, B., Kear, T., & Lavoie, J. (2017). Leading Change in Healthcare: Transforming Organizations Using Complexity, Positive Psychology, and Relationship-Centered Care. Sigma Theta Tau International.
LoBiondo-Wood, G., & Haber, J. (2022). Nursing Research: Methods and Critical Appraisal for Evidence-Based Practice (10th ed.).
Cunningham, I. (2021). The Power of Mentoring: How to Build Successful Mentoring Relationships That Benefit Everyone. Kogan Page.
Sigma Membership
Non-member
Type
Presentation
Format Type
Text-based Document
Study Design/Type
Other
Research Approach
Other
Keywords:
Implementation Science, Mentoring and Coaching, Interprofessional, Interdisciplinary, Leadership Initiatives, Leadership, Patient Outcomes Scholarly Activities
Recommended Citation
Bennett, Angela G. and Calabro, Emily, "A Strategic Leadership Approach to Build an Innovative Culture through EBP, QI, and Research" (2025). Biennial Convention (CONV). 191.
https://www.sigmarepository.org/convention/2025/presentations_2025/191
Conference Name
48th Biennial Convention
Conference Host
Sigma Theta Tau International
Conference Location
Indianapolis, Indiana, 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. All permission requests should be directed accordingly and not to the Sigma Repository. All submitting authors or publishers have affirmed that when using material in their work where they do not own copyright, they have obtained permission of the copyright holder prior to submission and the rights holder has been acknowledged as necessary.
Review Type
Abstract Review Only: Reviewed by Event Host
Acquisition
Proxy-submission
Date of Issue
2025-12-05
A Strategic Leadership Approach to Build an Innovative Culture through EBP, QI, and Research
Indianapolis, Indiana, USA
Background: Healthcare organizations face mounting pressure to improve patient outcomes while reducing costs in a rapidly changing environment. Strong leadership is essential to foster a culture of inquiry and innovation that drives evidence-based practice (EBP), quality improvement (QI), and research. However, barriers such as resource limitations, risk aversion among managers, and a lack of clear frameworks for frontline staff can impede these efforts. This initiative addressed these challenges by empowering nurses at all levels to engage in scholarly activity and lead improvement efforts.
Methods: A team of three nurse leaders within a 12-hospital system developed a comprehensive program including toolkits, training modules, and a structured mentorship program. This program provided a structured approach to address potential concerns regarding job security and support for innovation, which can commonly arise during periods of change. The program utilized an enhanced process improvement model, adapted from the Institute of Healthcare Improvement, Lean, and Six Sigma methodologies, to strengthen root cause analysis and guide QI initiatives, providing guardrails to ensure project quality and allay leadership concerns.
Results: Over two years, the program resulted in a 400% increase in system-wide QI initiatives, 63 research studies, 210 EBP projects, 374 projects initiated from shared governance, and 25 national/international presentations. These initiatives led to significant improvements in patient outcomes, including decreased length-of-stay, reduction in HAPIs, and improved patient satisfaction. Cost savings were substantial, with an annual ROI ranging from 63% to 79.5% on projects such as CAUTI, CLABSI, and mortality reduction. The program also improved nurse retention and reduced dependence on travelers.
Conclusion: This program demonstrates that a strategic leadership initiative focused on nurse empowerment and mentorship can effectively cultivate a culture of inquiry and innovation within a dynamic healthcare environment. By providing the necessary resources, support, and a structured framework, healthcare organizations can achieve significant improvements in patient care, cost savings, and nurse engagement. This model, developed by a small team, offers valuable and accessible insights for healthcare systems of all sizes seeking to develop future nurse leaders and drive organizational excellence.
Description
A small team of nurse leaders developed a program to overcome barriers to QI, EBP, and research, resulting in a 400% increase in QI initiatives and significant improvements in patient outcomes and cost savings. This model empowers nurses and fosters a culture of inquiry and innovation.