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Preparing Navy Nurse Reservist to be Any4me. Anywhere. Effec4ve Leadership Development Strategies for Junior Officers in the Navy Nurse Corps Reserves-A Literature Review By Lieutenant Bermesola M Dyer, DNP, APRN, FNP-BC, United States Navy Reserve-Nurse Corps and Former Doctoral Student at The Johns Hopkins School of Nursing, Bal4more, MD Objec4ves: 1. Iden(fy effec(ve leadership development strategies to increase leadership competence for Junior Officers in the United States Navy Reserve Nurse Corps 2. Describe search methods and summarize evidence from the literature review addressing nursing leadership development 3. Provide a list of proposed interven(ons and strategies for leadership development based on evidence derived from the literature Introduc4on The United States Navy Nurse Corps-Reserve- Component (USNNC-RC) plays an instrumental role in providing strategic depth and opera(onal readiness during (mes of war and missions. Composed of an es(mated 1150 nurses the USNNC-RC accounts for nearly 28% percent of the total Navy Nursing Force. As Commissioned Officers, Navy Nurses are expected to possess strong leadership skills and proficiency in key leadership competencies. Evidence suggests that a lack of leadership competence could prove detrimental to the Navy mission, as poor leadership capabili(es have historically shown to have a direct impact on the reten(on and recruitment of the work force, work force morale and work force safety. Poor leadership can also impact the delivery of quality pa(ent care and the financial stability of the organiza(on. Presently, there are eight recommended leadership competencies Navy Nurses should be proficient in including: communica(on, clinical proficiency, personal growth, leadership abili(es, knowledge of regulatory guidelines, management abili(es, professional development, and opera(onal and deployment readiness but few steps have been taken to increase these competencies among the Navy Nurse Corps Reservists in one par(cular detachment. Currently, there is no coordinated and consistently applied strategy in place during Navy Reserve weekends to ensure leadership skills are being developed in the eight recommended leadership competencies by Junior Officers in the US Navy Reserve-Nurse Corps. Although the US Navy has a wealth of resources available to increase leadership competence these resources are scaYered, difficult to locate and not being used effec(vely to ensure USNNC-RC Officers are fully prepared to lead. To determine the most effec(ve strategies to increase leadership competence a comprehensive literature review was completed. A summary of the evidence and proposed solu(ons are presented. Search Methods A literature review was completed using three databases: PubMed, CINAHL (Cumula(ve Index of Nursing and Allied Health Literature), and DTIC (Defense Technical Informa(on Center). The search comprised ar(cles published between January 2008-January 2015. Search terms included: nursing leadership development, nursing leadership competence, navy nurse and military nursing leadership. The ini(al search returned 1199 ar(cles. A^er exclusions and refinements a total of 46 ar(cles were included in the literature review. Review of evidence: Forty-six ar(cles were selected. No randomized control studies were found applicable to this ques(on. Types of evidence included quasi-experimental, meta-synthesis and qualita(ve studies, literature reviews, expert opinions, disserta(ons and congressional hearings. Despite the lack of experimental studies, the strength of the literature provided strong, consistent evidence throughout, each sugges(ng the u(liza(on of similar strategies to increase leadership competence. Method of grading evidence: The Johns Hopkins Evidence Appraisal Tool was used to evaluate the evidence. Literature was graded based on evidence type; strongest grades were given to quasi-experimental and qualita(ve studies and weakest ra(ngs given to expert opinions. References Abraham, P. J. (2011). Developing nurse leaders: A program enhancing staff nurse leadership skills and professionalism. Nursing Administra;on Quarterly, 35(4), 306-312. America’s Navy Reserve. (n.d.). Mission & Vision. Retrieved from hYp:// www.navyreserve.com/about/mission.html Benner, P. E. (1984). From novice to expert: Excellence and power in clinical nursing prac;ce. Menlo Park, CA: Addison Wesley. Blankenbaker, S. E. (2005). Mentor training in a military nurse corps. Journal for Nurses in Staff Development, 21, 120-125. Bromwell, J. (2006). Mee(ng the competency needs of global leaders: A partnership approach. Human Resources Management, 45(3), 309-336. Burr, S., S(chler, J. F., & Poeltler, D. (2011). Establishing a mentoring program. Nursing for Women’s Health, 15(3), 215-224. Chung, D. B. (2011). Leadership development: Measuring behaviors od direct leaders on junior officers in the U.S. Army. ProQuest Disserta;ons and Theses. hYp:// dx.doi.org/911029964 Dearholt, S. L., & Dang, D. (2012). Johns Hopkins Nursing Evidence-Based Prac;ce Model and Guidelines (2nd ed.). Indiannapolis, IN: Sigma Theta Tau Interna(onal. Department of Defense. (n.d.). www.defense.gov Dunemn, K., Hopkins-Chadwick, D. L., Connally, T., & Bramley, K. (2011). Designing and implemen(ng the army nursing leader academy. The Army Medical Department Journal, 18-23. Retrieved from hYp://www.cs.amedd.army.mil Fealy, G. M., McNamara, M. S., Casey, M., PaYon, D., O’connor, T., Doyle, L., & Quinlan, C. (2013). Service impact of a na(onal clincal leadership development programme: findings from a qualita(ve study. Journal of Nursing Management, 1-9. hYp:// dx.doi.org/10.1111/jonm.12133 Ferguson, S. C. (2008). A delphi study on the leadership training requirements for navy medical reserve officers. (Doctoral disserta(on). Available from ProQuest Disserta(ons and Theses. (304333685) Addi(onal references available upon request Acknowledgements: Special thanks to advisor Dr. Kathleen White and mentors: CDR ScoY Brannan, CDR Amada Avalos, CDR Michael LuYrel and CAPT Michael Coffel Next steps: Implement a piloted 5-month leadership development project with a small component of the Navy Nurse Corps. The project will consist of face-to-face coaching sessions and E-learning modules, using group discussions, role playing, simula(ons and other recommended strategies. The project’s effec(veness will be evaluated and poten(ally used throughout the Navy Nurse Corps Reserves. Literature Search Results Summary/Synthesis of findings: The evidence proposed leadership development strategies be systema(c, reliable and life-long. Effec(ve leadership development strategies included: • Mentoring-14 ar(cles • Training/Educa(on-10 ar(cles • Coaching -7 ar(cles • Leadership Academies/Programs -7 ar(cle • Personal Development-5 ar(cle • Progressive Responsibili(es - 4 ar(cles • Field Experience - 4 ar(cles The evidence recommended formal leadership programs be developed and strategies be customized to individual capabili(es and learning styles. Novice nurse leaders should be given progressive leadership responsibili(es to apply newly acquired leadership skills. Session 1-Project Overview/Pre-Project Self Assessment Session 2- Leadership Development/Online Module Session 3- Communica(on Skills/Online Module Session 4- Professional Development/Online Module Session 5- Wrap up/Post-Project Self Assessment Addi(onal leadership development opportuni(es 3 Database Searches #1199 Excluded a^er refinements #135 Title/Abstracts reviewed #67 Refinements #202 Excluded based on quality #21 Included #46 Excluded #997 Leadership Development Strategies Leadership Development Strategies Leadership Academy/ Programs (7) Coaching (7) Training/ Educa(on (10) Mentoring (14) Field Experience (4) Progressive Responsibility (4) Personal Development (5) Results

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Page 1: Preparing Navy Nurse Reservist to be Any4me. Anywhere ...dnpconferenceaudio.s3.amazonaws.com/2016/Posters/DyerB_DNP2016_Poster.pdfguidelines, management abili(es, professional development,

PreparingNavyNurseReservisttobeAny4me.Anywhere.Effec4veLeadershipDevelopmentStrategiesforJuniorOfficersintheNavyNurseCorpsReserves-ALiteratureReviewByLieutenantBermesolaMDyer,DNP,APRN,FNP-BC,UnitedStatesNavyReserve-NurseCorpsandFormerDoctoralStudentatTheJohnsHopkinsSchoolofNursing,Bal4more,MD

Objec4ves:1.  Iden(fyeffec(veleadershipdevelopment

strategiestoincreaseleadershipcompetenceforJuniorOfficersintheUnitedStatesNavyReserveNurseCorps

2.  Describesearchmethodsandsummarizeevidencefromtheliteraturereviewaddressingnursingleadershipdevelopment

3.  Providealistofproposedinterven(onsandstrategiesforleadershipdevelopmentbasedonevidencederivedfromtheliterature

Introduc4onTheUnitedStatesNavyNurseCorps-Reserve-Component(USNNC-RC)playsaninstrumentalroleinprovidingstrategicdepthandopera(onalreadinessduring(mesofwarandmissions.Composedofanes(mated1150nursestheUSNNC-RCaccountsfornearly28%percentofthetotalNavyNursingForce.AsCommissionedOfficers,NavyNursesareexpectedtopossessstrongleadershipskillsandproficiencyinkeyleadershipcompetencies.EvidencesuggeststhatalackofleadershipcompetencecouldprovedetrimentaltotheNavymission,aspoorleadershipcapabili(eshavehistoricallyshowntohaveadirectimpactonthereten(onandrecruitmentoftheworkforce,workforcemoraleandworkforcesafety.Poorleadershipcanalsoimpactthedeliveryofqualitypa(entcareandthefinancialstabilityoftheorganiza(on.

Presently,thereareeightrecommendedleadershipcompetenciesNavyNursesshouldbeproficientinincluding:communica(on,clinicalproficiency,personalgrowth,leadershipabili(es,knowledgeofregulatoryguidelines,managementabili(es,professionaldevelopment,andopera(onalanddeploymentreadinessbutfewstepshavebeentakentoincreasethesecompetenciesamongtheNavyNurseCorpsReservistsinonepar(culardetachment.Currently,thereisnocoordinatedandconsistentlyappliedstrategyinplaceduringNavyReserveweekendstoensureleadershipskillsarebeingdevelopedintheeightrecommendedleadershipcompetenciesbyJuniorOfficersintheUSNavyReserve-NurseCorps.AlthoughtheUSNavyhasawealthofresourcesavailabletoincreaseleadershipcompetencetheseresourcesarescaYered,difficulttolocateandnotbeingusedeffec(velytoensureUSNNC-RCOfficersarefullypreparedtolead.Todeterminethemosteffec(vestrategiestoincreaseleadershipcompetenceacomprehensiveliteraturereviewwascompleted.Asummaryoftheevidenceandproposedsolu(onsarepresented.

SearchMethodsAliteraturereviewwascompletedusingthreedatabases:PubMed,CINAHL(Cumula(veIndexofNursingandAlliedHealthLiterature),andDTIC(DefenseTechnicalInforma(onCenter).Thesearchcomprisedar(clespublishedbetweenJanuary2008-January2015.Searchtermsincluded:nursingleadershipdevelopment,nursingleadershipcompetence,navynurseandmilitarynursingleadership.Theini(alsearchreturned1199ar(cles.A^erexclusionsandrefinementsatotalof46ar(cleswereincludedintheliteraturereview.Reviewofevidence:Forty-sixar(cleswereselected.Norandomizedcontrolstudieswerefoundapplicabletothisques(on.Typesofevidenceincludedquasi-experimental,meta-synthesisandqualita(vestudies,literaturereviews,expertopinions,disserta(onsandcongressionalhearings.Despitethelackofexperimentalstudies,thestrengthoftheliteratureprovidedstrong,consistentevidencethroughout,eachsugges(ngtheu(liza(onofsimilarstrategiestoincreaseleadershipcompetence.Methodofgradingevidence:TheJohnsHopkinsEvidenceAppraisalToolwasusedtoevaluatetheevidence.Literaturewasgradedbasedonevidencetype;strongestgradesweregiventoquasi-experimentalandqualita(vestudiesandweakestra(ngsgiventoexpertopinions.

ReferencesAbraham,P.J.(2011).Developingnurseleaders:Aprogramenhancingstaffnurseleadershipskillsandprofessionalism.NursingAdministra;onQuarterly,35(4),306-312.America’sNavyReserve.(n.d.).Mission&Vision.RetrievedfromhYp://www.navyreserve.com/about/mission.htmlBenner,P.E.(1984).Fromnovicetoexpert:Excellenceandpowerinclinicalnursingprac;ce.MenloPark,CA:AddisonWesley.Blankenbaker,S.E.(2005).Mentortraininginamilitarynursecorps.JournalforNursesinStaffDevelopment,21,120-125.Bromwell,J.(2006).Mee(ngthecompetencyneedsofgloballeaders:Apartnershipapproach.HumanResourcesManagement,45(3),309-336.Burr,S.,S(chler,J.F.,&Poeltler,D.(2011).Establishingamentoringprogram.NursingforWomen’sHealth,15(3),215-224.Chung,D.B.(2011).Leadershipdevelopment:MeasuringbehaviorsoddirectleadersonjuniorofficersintheU.S.Army.ProQuestDisserta;onsandTheses.hYp://dx.doi.org/911029964Dearholt,S.L.,&Dang,D.(2012).JohnsHopkinsNursingEvidence-BasedPrac;ceModelandGuidelines(2nded.).Indiannapolis,IN:SigmaThetaTauInterna(onal.DepartmentofDefense.(n.d.).www.defense.govDunemn,K.,Hopkins-Chadwick,D.L.,Connally,T.,&Bramley,K.(2011).Designingandimplemen(ngthearmynursingleaderacademy.TheArmyMedicalDepartmentJournal,18-23.RetrievedfromhYp://www.cs.amedd.army.milFealy,G.M.,McNamara,M.S.,Casey,M.,PaYon,D.,O’connor,T.,Doyle,L.,&Quinlan,C.(2013).Serviceimpactofana(onalclincalleadershipdevelopmentprogramme:findingsfromaqualita(vestudy.JournalofNursingManagement,1-9.hYp://dx.doi.org/10.1111/jonm.12133Ferguson,S.C.(2008).Adelphistudyontheleadershiptrainingrequirementsfornavymedicalreserveofficers.(Doctoraldisserta(on).AvailablefromProQuestDisserta(onsandTheses.(304333685)Addi(onalreferencesavailableuponrequest

Acknowledgements:SpecialthankstoadvisorDr.KathleenWhiteandmentors:CDRScoYBrannan,CDRAmadaAvalos,CDRMichaelLuYrel

andCAPTMichaelCoffel

Nextsteps:Implementapiloted5-monthleadershipdevelopmentprojectwithasmallcomponentoftheNavyNurseCorps.Theprojectwillconsistofface-to-facecoachingsessionsandE-learningmodules,usinggroupdiscussions,roleplaying,simula(onsandotherrecommendedstrategies.Theproject’seffec(venesswillbeevaluatedandpoten(allyusedthroughouttheNavyNurseCorpsReserves.

LiteratureSearchResults

Summary/Synthesisoffindings:Theevidenceproposedleadershipdevelopmentstrategiesbesystema(c,reliableandlife-long.Effec(veleadershipdevelopmentstrategiesincluded:•  Mentoring-14ar(cles•  Training/Educa(on-10ar(cles•  Coaching-7ar(cles•  LeadershipAcademies/Programs-7ar(cle•  PersonalDevelopment-5ar(cle•  ProgressiveResponsibili(es-4ar(cles•  FieldExperience-4ar(clesTheevidencerecommendedformalleadershipprogramsbedevelopedandstrategiesbecustomizedtoindividualcapabili(esandlearningstyles.Novicenurseleadersshouldbegivenprogressiveleadershipresponsibili(estoapplynewlyacquiredleadershipskills.

Session1-ProjectOverview/Pre-ProjectSelfAssessment

Session2-LeadershipDevelopment/OnlineModule

Session3-Communica(onSkills/OnlineModule

Session4-ProfessionalDevelopment/OnlineModule

Session5-Wrapup/Post-ProjectSelfAssessmentAddi(onalleadershipdevelopmentopportuni(es3DatabaseSearches

#1199

Excludeda^errefinements

#135

Title/Abstractsreviewed

#67

Refinements

#202

Excludedbasedonquality

#21

Included

#46

Excluded#997

LeadershipDevelopmentStrategies

LeadershipDevelopmentStrategies

LeadershipAcademy/Programs(7)

Coaching(7)

Training/Educa(on(10)

Mentoring(14)

FieldExperience(4)

ProgressiveResponsibility(4)

PersonalDevelopment(5)

Results

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