1. Utilizing Transformational Models to Improve Nursing Retention
Analysis of the Organization for Associate Degree
Nursing’s (OADN) systemic approach to improving
environmental conditions affecting retention rates in
the nursing profession both clinically and
academically.
College of Health & Human Services
School of Nursing
Morgan D. Davis
Faculty Sponsor: Charles ‘Wes’ Foster
Patient population includes currently licensed and
practicing professional registered nurses within
healthcare organizations globally.
Founded By Professor Donna Meyer, MSN, RN,
ANEF (1984), the OADN is nationally recognized as
the ‘voice’ for Associate Degree Nursing (ADN).
OADN promotes and attains through
Transformational Leadership. Additionally, OADN
relentlessly strives to aid and develop “The Future of
Nursing” applying the Transformational Model.
How does transformational leadership compared to
other leadership models influence nursing
professional retention rates?
Clinical Question
PICO(T)
Intervention
Current
Policy/Procedure
Introduction
Purpose of the Project
Patient Population
Review of Literature
Appraise the Evidence
Cummings et al. (2011) identified 24 studies that found
that transformational leadership behaviors – focusing
on people and relationships – were associated with
higher retention rates. A comparative 10 studies found
that leadership focused on the tasks of those staffed
were associated with lower retention rates. To address
gaps found in Transformational Leadership practices,
such as: Comprehensive Solutions, Organizational
Culture, and Focused Individual – leaders within
organizations lead with Transformation must also
develop complex leadership behaviors understanding
both interconnectedness and change as the “new
norm” in today’s healthcare environment.
Comparison
Acquire the Evidence
Leadership challenges to implementing change can
present complexities which are congruent with individual
organizational infrastructures. An article on Executive
Leadership Challenges outlines six challenges to
implementing systemic change, and how to prepare and
facilitate for maximal outcome (Alvarez, A., 2016). The
2015 Accreditation and Academic Progression in Nursing
(APIN) Meeting OADN CEO Professor Donna Meyer –
also an APIN Official – participated in change
discussions which indicated that the current standards
allow for most aspects of the innovative academic
progression in nursing models. OADN regularly
participates in clarification of standards, updates to
theoretical processes, and enhances education of site
visitors to include emerging strategies across the country.
Proposed Best Practice
Recommendations
Apply the Evidence
Relationship-focused leadership practices, more
specifically Transformational Leadership
practices, have a positive influence on nursing
and job satisfaction, organizational commitment,
and intent to stay in current roles – all of which
translates to higher nurse retentions (Abualrub
& Alghamdi, 2012; Cummings et al., 2011). The
American Organization of Nurse Executives
(AONE) has developed two applicable
documents addressing retention, designed to
assist nurse leaders in addressing issues in
healthcare (AONE, 2016)
Conclusion
Assess the Outcomes
• Studies have specifically identified transformational
leadership behaviors compared to transactional
leadership behaviors as having a direct, positive
impact on RN retention rates (Abualrub, R. F., &
Alghamdi, M. G., 2012).
• A systemic review of 23 studies and found positive
relations between transformational leadership and
RNs’ intentions to remain in their currently held
positions (Cowden, T., Cummings, G., & Profetto-
McGrath, J., 2011).
• Evidence of transformational leadership is a critical
component for Magnet recognition, and obtaining
this recognition for all health care facilities in the
current system is a corporative initiative. Supporting
evidence shows that Magnet hospitals have higher
percentages of satisfied RNs, lower RN turnover and
vacancies (AONE, 2016).