Force 1: Quality of Nursing Leadership - Mghpcs.org

FORCE 1Quality of Nursing LeadershipNursing leaders are perceived asknowledgeable, strong risk-takers who followan articulated philosophy in the day-to-dayoperations of the nursing department. Nursingleaders also convey a strong sense of advocacyand support on behalf of the staff.

EXECUTIVE SUMMARY FORCE 1: QUALITY OF NURSING LEADERSHIPNursing leaders are perceived as knowledgeable, strong risk-takers who follow anarticulated philosophy in the day to day operations of the nursing department. Nursingleaders also convey a strong sense of advocacy and support on behalf of the staff.Under the visionary leadership of the Senior Vice President for Patient Care Services andChief Nurse, The Massachusetts General Hospital (MGH) has created a professional practiceenvironment that supports growth and development of nursing staff through its excellence innursing services. To accomplish this, the Chief Nurse is visible in the highest governing bodies ofthe organization strategically situated to influence decisions that impact nursing and patient caredelivery. Committed and talented nursing leadership is also essential to this success. Whether at anexecutive or unit-based level, leaders are expected to, “…challenge the process; inspire a sharedvision; enable others to act; model the way; encourage the heart” (Kouzes and Posner), an adoptedphilosophy of leadership within Patient Care Services.The Patient Care Services (PCS) Vision, Guiding Principles, Nursing Philosophy, StrategicPlan and Professional Practice Model have been carefully designed to be congruent with thehospital’s four-pronged mission of practice, education, research and community. Members of thePatient Care Services Executive Team crafted these documents, seeking input from managers anddirect care staff. With this framework, a Patient Care Delivery Model was also articulated ––interdisciplinary patient- and family-centered care. The nine components of the PCS ProfessionalPractice Model were revised ten years after its original design to include: vision and values; standardsof practice; narrative culture; professional development; patient-centeredness; clinical recognitionand advancement; collaborative decision-making; research; and innovation and entrepreneurialteamwork. Collaborative decision-making, operationalized as Collaborative Governance, givesdirect care staff a prominent voice in the organization in decisions that impact their practice andquality of work-life. The development of the Clinical Recognition Program embodies the MGHnarrative culture and creates opportunities for professional recognition and growth. Examplesprovided reflect nurse leader’s ability to successfully articulate patient and staff needs and secure theappropriate fiscal and human resources.Retreats with PCS Executive Team, Nursing Directors and members of the CollaborativeGovernance Committees were the primary interactive strategy for creating and disseminatinginformation about the Vision, Guiding Principles, Nursing Philosophy, Professional Practice Modeland Strategic Plan. Patient Care Services and Hospital publications such as Caring Headlines,

Hotline, PCS News You Can Use; as well as Hospital, Departmental and Unit Committees, staffmeetings and conferences broaden the audience and reinforce messages about patient care. Thebudget process and resulting reports in combination with the quality dashboard provide vitaloperational, clinical, staff and fiscal information for leaders to make informed decisions. Examplesare imbedded throughout the Force.Enculturation of the values of the organization are most aptly reflected in the MGHPatient Care Services evaluation of nurse satisfaction through the Staff Perceptions of theProfessional Practice Environment Survey (SPPPE), administered every 12 - 18 months since 1999.In 2006, 92% of the nursing staff respondents reported being satisfied or very satisfied with theprofessional practice environment at MGH. The high degree of participation in the CollaborativeGovernance Committees from within and outside of the Department of Nursing has contributed tothe staff satisfaction and the organization’s success. Decisions about staffing and resources reside atthe unit level, closest to the staff and the patients. Nurses at all levels are committed and engaged inprofessional growth and development with nurses at MGH belonging to more than 60 differentprofessional organizations.

TABLE OF CONTENTSVolume 1Force 1: Quality of Nursing LeadershipSources of Evidence1.11.21.31.41.51.61.71.8Pages 1-10Pages 11-28Pages 29-40Pages 41-55Pages 56-69Pages 70-84Pages 85-96Pages 97-149