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Bridging the strategic leadership gap: a model program for transformational change.

Gail Wolf1, Judith Bradle, Gregory Nelson

  • 1Beckwith Institute for Innovation in Patient Care, UPMC Health System, Pittsburgh, PA 15213, USA. wolfga@upmc.edu

The Journal of Nursing Administration
|February 17, 2005
PubMed
Summary

UPMC developed a nurse leadership program to address a critical shortage. This initiative created a strong leadership pipeline, yielding a 450% return on investment within two years.

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Area of Science:

  • Healthcare Management
  • Leadership Development
  • Nursing Workforce Studies

Background:

  • A significant shortage of nurse leaders, particularly at the strategic level, was identified as an impending crisis.
  • The University of Pittsburgh Medical Center (UPMC) recognized the need for a proactive solution to ensure a stable leadership pipeline.

Purpose of the Study:

  • To develop and implement a sustainable model for cultivating nurse leaders within UPMC.
  • To create a dependable pipeline of qualified individuals for nursing leadership roles.

Main Methods:

  • Implementing a model that identifies high-potential individuals for leadership roles.
  • Verifying essential competencies and assessing participants' strengths.
  • Providing a comprehensive curriculum combining didactic and experiential learning.

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Main Results:

  • The program achieved a 450% return on investment within two years.
  • The developed model successfully created a dependable leadership pipeline.
  • The initiative evolved into the Health Care Leadership Academy, offering open enrollment nationwide.

Conclusions:

  • The UPMC nurse leadership development model effectively addresses the shortage of nurse leaders.
  • The program demonstrates a strong return on investment and scalability for broader application.
  • The Health Care Leadership Academy provides a national solution for developing healthcare leaders.