Healthcare Employees/Individual Contributors/Members/Adults
The study examined the effect of an Emerging Nurse Leader Pilot
Program on participants’ self-rated leadership practices and intention to
remain in the nursing profession.
A purposeful sample strategy was used to engage 48 nurses within nine healthcare organizations
in the Waterloo Wellington (Ontario, Canada) region for the study. Respondents completed the
Leadership Practices Inventory and Nursing Retention Index (Cowin, 2002), and participated in a
series of three six-hour leadership workshops and collaborated on a time-limited project within
their organization. The typical respondent was a female (98%), RN (94%), between 30-50 years of
age (70%) with more than six years of nursing experience (94%), and employed full-time (65%).
Participants included 57 percent with nursing diplomas, 30 percent an undergraduate degree and
13 percent a graduate degree. The latter group acted as mentors.
Statistically significant differences were found for the five leadership practices between the preand post-workshops (all increasing). Also found were significantly higher scores for those
employed full-time and by those who possessed an undergraduate degree. While mentors
reported higher LPI scores than Emerging Nurse Leaders pre-workshop, no significant differences
were found post-workshop. The author concludes: “These findings support the use of leadership
programs as an effective retention strategy for nurses.”