Methodology In Nursing Leadership

CHAPTER 3 METHODOLOGY OF THE STUDY.

This chapter describes the methodology of the study. It is divided into three sections.

The first section provides a description of the cadre of nurses that were employed and the designated levels of promotions or status attained as they are being inducted into new levels upon proper certifications by their trainer managers, attesting to their mastery/competence of the skills being thought. The second section describes the type of research used and the survey tool that was administered to the participants.

The third section describes the procedures that were used to get the participants, administer the measures and collect data. I must emphasize that

It must be noted that at the point of signing off from any level of leadership training, the trainees are appreciated with both certificates and pay rise. Since the research study is aimed at developing, implementing and evaluating the Nursing leadership as it affects staff retention, it will be pertinent to mention that the findings are in subgroups of work environment, leadership characteristics, and supportive leadership. This engenders good Nurse Retention in The Bridge Clinic, in consonance with the expected result of the research which is that good development of the nurses in conjunction with proper implementation of good policies and adequate evaluation of organized nursing leadership and management, will facilitate the much needed Nurses Retention. However, before embarking on this evidence-based research, I obtained a written permission from the Clinic’s authorities. I also sort the consent of my colleagues in the area of providing correct information as regards their overall feelings on how supportive the

It involved internal knowledge acquisition training, external proficiency training and academic upgrade training. All these created conducive work environment, displayed a good leadership characteristics that allowed trainee fertility nurse to be responsible and take ownership for making decisions and taking risks as well as challenging the status quo and the generating of new ideas/better ways for sustained performance improvement. At the same time garnered supportive leadership that empowered trainee fertility nurse to stimulate ideas that enable them take ownership of the organization as their own which finally discouraged apathy and initiate staff retention. The survey tools that were administered on the trainee fertility nurses and their seniors were mainly The Bridge Clinic’s standard operative practice(SOP) hand book that is centered mostly on the technical/professional guidelines that are typical of a high profile IVF/ART Center which was used in the internal training, the leadership and management training workshops and resource persons brought in by The Bridge Clinic’s authorities to train their staff. Some of the trainers were ITISA