Growing Nurse Leaders at the Unit Level

Employee engagement surveys are one way leaders can evaluate how satisfied their employees are with their current working environment. However the correlation can have a much larger impact within an organization. A healthy work environment decreases turnover rates, improves patient satisfaction, and improves organizational performance.

Nine key elements were recognized by the Nursing Organizations Alliance and a coalition of nursing organizations throughout the United States (US) that supports the development of a healthful work environment:

• A collaborative practice culture
• A communication rick culture
• A culture of accountability
• The presence of adequate numbers of qualified nurses
• The presence of expert, competent, credible, visible leadership
• Shared decision making at all levels
• The encouragement of professional practice & continued growth/development
• Recognition of the value of nursing’s contribution
• Recognition by nurses for their meaningful contributions to practice

(Nursing Organization Alliance, 2004)

Nursing leaders are selected for their roles based on their technical and clinical skills. Self-confidence is a leadership skill that has been referred to as a soft skill. Jack Welch (2001), the former chairman of General Electric stated that "Giving people self-confidence is by far the most important thing that I can do. Because then they will act" (pg. 26).

It is difficult to know what skills will be needed for the future but the one constant is that a leader has to understand one’s self first. The use of self-assessment tools such as Emotional Intelligence (EI) and 360 degree evaluations can assist a new leader in understanding their strengths and weaknesses. Ideally, these assessments would occur in an emerging leader program.

Leadership is the art of relationships and influencing behaviors. Casey Stengel, the manager of many major league baseball teams noted that "Finding good players is easy. Getting them to play as a team is another story." Often with new leaders the assistance of a structured technique such as TeamSTEPPS™ will facilitate shared words that describe critical communication behaviors.

It is imperative as nursing leaders to identify the future nursing leaders early. Submerge them into an emerging leadership program and use an assessment tool to give constructive feedback. Kouzes and Posner (2006) noted that the most significant contribution to growing future leaders is development. By allowing the future leaders the ability to adapt, prosper, and grow it also builds their self-confidence to one day move into the next leadership role.

Nurses Organization Alliance. (2004). Principles and elements of a healthy practice/work environment. 

Sherman, R., Pross, E., (Jan. 31, 2010) "Growing Future Nurse Leaders to Build and Sustain Healthy Work Environments at the Unit Level" OJIN: The Online Journal of Issues in Nursing Vol. 15, No. 1, Manuscript 1. Covey, S.R. (2004). The 8th habit: From effectiveness to greatness. Free Press, New York

Welch, J. (2001). Straight from the gut. Boston: Business Plus.