Abstract

Nursing house supervisors oversee hospital operations during evenings, nights, weekends, and holidays, yet many feel disconnected from others in the nursing leadership team. These individuals work as the sole leader on duty, having limited interaction with the daytime leaders and often lack formal leadership development. This quantitative, quasi-experimental study explored the effects of implementing a formal educational and team building program on the perception of the supervisor’s leadership skills as well as collaboration with the leadership team. The Leadership Practices Inventory and the Collaborative Behavior Scale – Shortened were the two surveys administered to assess the effects of this program. The initial results following the program did not demonstrate overall increases in their leadership practices or perceived collaboration, but the limited participants in the two-month follow up had non-statistically significant increases in all categories. While the statistical significance of the findings was limited by the number of participants, the clinical significance of the study demonstrated the benefit of education, leadership development, and collaboration. Investment in the nursing supervisors can increase engagement, improve effectiveness, positively impact quality of work, and improve job satisfaction and retention of these critical leaders.

Document Type

Scholarly Project

Degree Name

Doctor of Nursing Practice (DNP)

Keywords

nursing house supervisor, leadership, collaboration, team building, leadership practices, leadership team disconnect

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