Developing a leadership laboratory for nurse managers based on lived experiences: A participatory action research model for leadership development

Barbara L. Mackoff, Kimberly Glassman, Wendy Budin

Research output: Contribution to journalArticlepeer-review

Abstract

Objective: The aim of the pilot study was to design an innovative model of leadership development, Leadership Laboratory (LL), grounded in the lived experiences and peer best practices of 43 cross-disciplinary nurse managers. Background: The Institute of Medicine/Robert Wood Johnson Foundation study, The Future of Nursing, reinforces the need to prepare nurses for leadership positions. Methods: A 1-year participatory action research study was designed to develop 3 LLs involving nurse managers as participants, co-creators, and evaluators of the unique learning format. Results: Analysis of qualitative and quantitative data revealed consistent and significantly positive results in leadership skill areas in all 3 LLs. Participants identified elements that distinguished LLs from traditional seminars and trainings sessions, including opportunities to gain from peer-to peer consultation, strategies, and support. Conclusions: Participants in the 1-year pilot demonstrated significant learning based on postsession and postproject assessments of the LLs. Data also described the unique attributes of a peer-driven approach to leadership development.

Original languageEnglish (US)
Pages (from-to)447-454
Number of pages8
JournalJournal of Nursing Administration
Volume43
Issue number9
DOIs
StatePublished - 2013

ASJC Scopus subject areas

  • Leadership and Management

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