Leaders development program by 360 degree feedback: reflection on head nurses’ leadership practices
emam, Sabreen; Samah Faisal Fakhry; Hanaa Mohamed Abdrabou;
Abstract
Background Leadership in nursing is crucial for delivering high-quality healthcare and ensuring positive outcomes
for patients, staff, and institutions. Many nurses in leadership positions lack formal training, which can compromise
their effectiveness. This study aims to evaluate the effect of a leadership development program utilizing 360-degree
feedback on head nurses’ leadership practices.
Methods A true-experimental design was employed in three healthcare institutions. The study involved 80 head
nurses (40 intervention, 40 control), 240 staff nurses, and 29 supervisors. The intervention group participated in a sixweek leadership development program using 360-degree feedback. Data were collected pre- and post-intervention
using the Leadership Development and 360-Degree Feedback Knowledge Questionnaire and the Leadership
Practices Inventory (LPI).
Results The intervention group showed significant improvements in leadership knowledge and practices across all
dimensions. Knowledge scores increased from 25.1±8.8 to 93.0±5.1 post-intervention, maintaining at 83.2±7.1 at
follow-up. Self-assessed leadership scores improved from 88.1±6.0 to 97.5±2.7, and 98.5±2.0 at follow-up. Supervisor
and staff assessments also showed substantial increases. Multiple linear regression analyses confirmed the strong
positive impact of the intervention on leadership outcomes.
Conclusion The leadership development program using 360-degree feedback significantly enhanced head nurses’
leadership knowledge and practices. The results suggest that such programs can improve leadership capabilities in
healthcare settings, leading to better patient care and organizational performan
for patients, staff, and institutions. Many nurses in leadership positions lack formal training, which can compromise
their effectiveness. This study aims to evaluate the effect of a leadership development program utilizing 360-degree
feedback on head nurses’ leadership practices.
Methods A true-experimental design was employed in three healthcare institutions. The study involved 80 head
nurses (40 intervention, 40 control), 240 staff nurses, and 29 supervisors. The intervention group participated in a sixweek leadership development program using 360-degree feedback. Data were collected pre- and post-intervention
using the Leadership Development and 360-Degree Feedback Knowledge Questionnaire and the Leadership
Practices Inventory (LPI).
Results The intervention group showed significant improvements in leadership knowledge and practices across all
dimensions. Knowledge scores increased from 25.1±8.8 to 93.0±5.1 post-intervention, maintaining at 83.2±7.1 at
follow-up. Self-assessed leadership scores improved from 88.1±6.0 to 97.5±2.7, and 98.5±2.0 at follow-up. Supervisor
and staff assessments also showed substantial increases. Multiple linear regression analyses confirmed the strong
positive impact of the intervention on leadership outcomes.
Conclusion The leadership development program using 360-degree feedback significantly enhanced head nurses’
leadership knowledge and practices. The results suggest that such programs can improve leadership capabilities in
healthcare settings, leading to better patient care and organizational performan
Other data
| Title | Leaders development program by 360 degree feedback: reflection on head nurses’ leadership practices | Authors | emam, Sabreen ; Samah Faisal Fakhry; Hanaa Mohamed Abdrabou | Keywords | Leadership;360-degree feedback;Nurse administrators;Professional development;Feedback;Psychological;Organizational culture | Issue Date | 20-Oct-2024 | Publisher | springer nature | Journal | BMC Nursing | Volume | 23 | Issue | 772 | Description | This study provides robust evidence that a leadership development program using 360-degree feedback can effectively improve the leadership knowledge and practices of head nurses. The significant improvements observed in the intervention group, sustained through the follow-up phase, highlight the value of such programs in healthcare settings. Despite the study’s limitations, the findings support the integration of structured leadership development initiatives to enhance leadership capabilities, ultimately leading to better patient care and organizational performance. |
DOI | https://doi.org/10.1186/s12912-024-02395-w |
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| s12912-024-02395-w (1).pdf | 1.87 MB | Adobe PDF | Request a copy |
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