Capstone Implementation Plan
Fundamental to any successful project is the development of an implementation plan that specifies the steps to follow in institutionalizing it (Stanhope, & Lancaster, 2014). That said, this section seeks to describe the implementation plan that will guide the rolling out of a project targeting to inculcate transformational leadership behaviors for the improvement of nursing retention rates in a hospital located in Texas. Central to this implementation plan are various aspects that will form part of this analysis.
Primarily, the setting for this project is a healthcarefacility located in Texas. The organization’s mission statement is to create partnership with others as it provides healthcare services. The potential and targeted subjects for the study are the departmental nurseleaders that are readily accessible in this facility on a daily basis. The institutional leaders rely mainly on transactional leadership characterized with vertical communication and reward/punitive measures(Texas Department of State Health Services, 2013).
Prior to the initiation of the implementation, the pioneers will seek the University and hospitalInstitution Review Boards’ approval for carrying out the project. Failure of such approval may hinder the success of the project.
The full implementation of this project will need a one-year period for successful completion of all the required project activities such as training, data collection and mentorship activities.
Central to the implementation of this project are various resources that are worth mention. A case in point is the human resource, mainly institutional nurse leaders who willtake lead roles of implementing the EBP project. On the contrary, the fiscal resources required for the implementation include education materials such as the MLQ5 training manual and license ($150), as well as workbooks ($65). Other resources used in developing MLQ5 assessments, and during coaching sessions did not incur financial costs.
Of significance to the monitoring of the project is the use of the Multifactor Leadership Questionnaire Form 5x-Short (MLQ5). The MLQ5 is a questionnaire with 45 assessment items on leadership behaviors. It uses a Likert-scale of score 0-4. Validity and reliability of this tool is beyond question given its proven status across systematic reviews (Smith, Nichols, Green, & Sun, 2016).
The delivery of the proposed solution (transformational leadership behaviors) will occur in two phases. The first phase entails a 2-hour education session, which will target to teach the study participants about transformational leadership and drive them to formulate individual goals as envisaged in this type of leadership (Marquis, & Huston, 2015). The second step will entail individual coaching of the nurse leaders, which will occur twice in a month.
Of importance to the data collection is the MLQ5, which is necessary for self and three raters’ assessments. Self- and rater- assessment will take place prior and after rolling out of the intervention to establish pre- and post-intervention MLQ5 scores. The storage of data gathered from the participants will be in the computer and backed up in flash disks by the project developers. Lastly, the Statistical Package of Social Sciences (SPSS) will aid in the analysis of the computed data.
The possible barriers that one may contend with when implementing this project include partial administrative commitment to EBP projects and resistance to change. According to Hirschman, Shaid, McCauley, Pauly, and Naylor, (2015), the project developers can offset such challenges by taking time to lobby for support of the project. Also, they should explain to the stakeholders the details of the project and its benefits to them. By so doing, the administrative support will increase and the resistance to change will dissipate.
With reference to the resources required to complete this project, it is beyond doubt that this project is feasible. Such is the case given that the total amount of the needed resources is approximately $300, which is affordable to this institution.
Beyond the Initial Implementation
Following the project implementation, the developers will evaluate itssuccess in improving the nursing retention rates within the institution by revisiting the evaluation data. An improved nursing retention rate will be suggestive of the need to retain the practice change as well as disseminate the results for adoption in other areas. However, failure of the project to improve the nursing retention rates will warrant the revision or in extreme cases project’s discontinuation.
Hirschman, K., Shaid, E., McCauley, K., Pauly, M., & Naylor, M. (2015). Continuity of care: the
transitional care model. The Online Journal of Issues in Nursing, 20(3).DOI: 10.3912/OJIN.Vol20No03Man01
Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application.
Smith, C. L., Nichols, F., Green, M. T., & Sun, Y. (2016).Measuring Servant Leadership: Tests of Discriminant and Convergent Validity of the Servant Leadership Survey.
Stanhope, M., & Lancaster, J. (2014). Foundations of nursing in the community: Community-oriented practice. St. Louis, Missouri: Elsevier/Mosby.
Texas Department of State Health Services. (2013). The Texas Department of State Health Services – Austin State Hospital. Dshs.texas.gov. Retrieved 13 March 2018, from http://www.dshs.texas.gov/mhhospitals/AustinSH/default.shtm