Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model

We investigated the parameters of authenticity, balance, and challenge as viewed through the lens of the Kaleidoscope Career Model to discern the career motives of women who opted out and then returned to the workforce. We also were interested in comparing women and men in their leader practices. We triangulated quantitative and qualitative methods to explore these phenomena. First, in Study 1, 2009 individuals completed both the Kaleidoscope Career Self Inventory (the KCSI) as well as an abbreviated version of Kouzes and Posner’s Leadership Practices Inventory (the LPI). Participants rated their needs for authenticity, balance, and challenge on the KCSI as well as their leader practices of challenging the process, inspiring a shared vision, modeling the way, enabling others to act, and Encouraging the Heart. Women were found to exceed the leader practices of men, and women were most interested in authenticity. In Study 2, situational mapping and life history process was used to determine themes of eight high-achieving women who opted out. We interviewed an additional 15 women to deeply understand and assess their opt-out and re-entry experiences as well as “career shocks” they experienced upon returning to the workforce. Our second study offers a robust, deep, penetrating look into social ascription processes and endemic discriminatory social structures that hold women back from achieving advancement. To stop this “brain drain” of talent, we propose a series of actions for human resource professionals to develop the authentic leadership talent of women who reenter the workforce.

A liderança exemplar na perspectiva de enfermeiros do atendimento pré-hospitalar: estudo descritivo

Objetivo: Identificar e analisar os aspectos relacionados às práticas da liderança exemplar na perspectiva dos enfermeiros do Serviço de Atendimento Móvel de Urgência (SAMU), distinguindo a autopercepção desses profissionais enquanto líderes e caracterizando a percepção da liderança exercida por enfermeiros integrantes de suas equipes. Método: Estudo descritivo, realizado com enfermeiros do SAMU Regional dos 26 municípios de um Departamento Regional de Saúde do interior de São Paulo. A coleta de dados ocorreu mediante aplicação das versões EU e OBSERVADOR do Leadership Practices Inventory (LPI). Resultados: Considerando as versões do LPI, as avaliações dos participantes atinentes ao comportamento do líder apresentaram diferenças mínimas em comparação com suas autoavaliações. Contudo, os respondentes se autoavaliaram positivamente na maior parte das práticas que delineiam a liderança exemplar. Conclusão: As práticas da liderança exemplar mostraram-se presentes no comportamento dos enfermeiros que atuavam no SAMU, despontando como competências imprescindíveis aos enfermeiros do atendimento pré-hospitalar.

Impact of Nurse Manager Peer Mentorship Program on Job Satisfaction and Intention to Stay

Nurse managers (NMs) play a vital role in patient outcomes by providing a stable work environment for teams. Numerous factors influence a NM’s job satisfaction and intent to remain in a job. The purpose of this project was to develop an evidence-based formal mentorship program for NMs in an effort to impact retention rates. A secondary purpose was to evaluate the impact that a formal mentorship program has on NMs’ job satisfaction and intent to stay. Across two hospitals in the Pacific Northwest, 15 NMs participated in a 6-month mentorship program. The program was guided by both the mentorship enactment theory and Kouzes and Posner’s exemplary leadership framework. Using the Leadership Practices Inventory and the Nurse Manager Practice Environment scale, job satisfaction, intent to stay in a job, and transformational leadership behaviors were measured before and after the program, Results were analyzed using a paired-samples <em>t</em> test. There were statistically significant differences between the preprogram Leadership Practices Inventory scores (<em>M </em>= 212.27, <em>SD </em>= 37.8) and postprogram scores (<em>M </em>= 232.47, <em>SD </em>= 25.28); <em>t</em>(14) = –2.83, <em>p </em>= .013. There were also statistically significant differences between the preprogram Nurse Manager Practice Environment Scale–Culture of Generativity subscale (<em>M </em>= 23.20, <em>SD </em>= 4.65) and post-program scores (<em>M</em> = 26.20, <em>SD</em> = 4.74); <em>t</em>(14) = –2.40, <em>p</em> = .032. The results demonstrated a significant increase in job satisfaction, intent to stay, and transformational leadership behaviors. Implementation of this pilot program supported positive social change through reduced NM turnover, resulting in a reduction of healthcare spending on replacement costs in addition to improved patient outcomes

Transformational Leadership: Perceptions of Building-Level Leaders

This research explored the transformational leadership traits of principal participants in the Northeast of the United States. The mixed methods case study utilized two data sources: The Leadership Practices Inventory (LPI; n = 110) and individual interviews ( n = 28). Descriptive statistical data analyses highlighted the five pillars of transformative leadership and suggested that the human component of leadership was essential to participant perceptions. Three finding statements emerged from the qualitative data analysis. First, participant principals believed themselves to be transformational leaders. Second, participants considered change to be a central tenet to their understanding of transformational leadership. Finally, the intangible, human elements of leadership were fundamental to participants’ perceptions of transformational leadership. Implications and recommendations are discussed.

A utilização de instrumentos para avaliação da liderança nos serviços de saúde e enfermagem

RESUMO Objetivo Identificar as evidências científicas disponíveis acerca da utilização de instrumentos para a avaliação da liderança nos serviços de saúde e enfermagem, bem como verificar a utilização de estilos/modelos/teorias de lideranças na construção dos mesmos. Método Revisão integrativa da literatura de estudos indexados nas bases de dados LILACS, PUBMED, CINAHL e EMBASE, no período de 2006 a 2016. Resultados 38 artigos foram analisados, exibindo 19 instrumentos de avaliação da liderança, sendo os mais utilizados o Multifactor Leadership Questionnaire, a Global Transformational Leadership Scale, o Leadership Practices Inventory, o Servant Leadership Questionnaire, o Servant Leadership Survey e o Authentic Leadership Questionnaire. Conclusões A busca na literatura possibilitou a identificação das principais teorias/estilos/modelos de liderança contemporâneos, assim como a análise de sua utilização na construção de instrumentos de avaliação da liderança, se destacando a liderança transformacional, situacional, servidora e autêntica. Em menor proporção, foram evidenciadas as lideranças quantum, carismática e clínica.

Leadership Practices in Hospital Nursing: A Self of Manager Nurses

OBJECTIVE To assess the frequency of the leadership practices performed by the manager nurses of hospital institutions and their association with the variables of the socioprofessional profile. METHOD Cross-sectional, descriptive, correlational study conducted in four hospitals in a city of the state of São Paulo. A sociodemographic questionnaire and the instrument Leadership Practices Inventory were used. Data collection and analysis were based on an exemplary Leadership Practices Model. RESULTS Eighty-four manager nurses participated in the study. The mean values of the leadership practices used by the nurses were: enable others to act (50.6); encourage the heart (48.2); model the way (46.7); challenge the process (43.3); and inspire a shared vision (43.1). Data analysis also evidenced a correlation between the practice encourage the heart and the variables time of care and employment relationship. Conclusion The study evidenced the presence of manager nurses exercising moderate leadership, and promoting teamwork, an environment of trust, and a horizontal vision. However, moderate values also reveal managerial aspects to be improved by the leaders by means of organizational strategies and/or tools aimed at best leadership practices.