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Community Resiliency Model Training in Rural Nurse Leaders: A Pretest/Posttest Pilot Intervention Study.

Asiah Ruffin¹, Andres Azuero, Katherine A Meese

¹Author Affiliations: Postdoctoral Fellow (Dr Ruffin), Professor and Director of Statistics and Methodology (Dr Azuero), Dean and Professor (Dr Shirey), and Professor and Rachel Z. Booth Endowed Chair (Dr Patrician), School of Nursing; Assistant Professor (Dr Meese), School of Health Professions; and Scientist II (Dr Montgomery), School of Public Health, The University of Alabama at Birmingham; and Associate Vice President for Nursing Quality and Clinical Excellence (Dr Stewart), University of Alabama at Birmingham Hospital.

The Journal of Nursing Administration

|August 22, 2025

Summary

This summary is machine-generated.

Implementing the Community Resiliency Model (CRM) training for rural nurse leaders showed feasibility challenges but suggested potential benefits for well-being and burnout. Further research is needed to refine recruitment and measure long-term effects.

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Area of Science:

Nursing Leadership
Wellness Interventions
Rural Health

Background:

Nurse leaders in rural settings experience lower well-being compared to direct care nurses.
Existing interventions for improving nurse leader well-being in rural areas are underexplored.

Purpose of the Study:

To assess the feasibility of implementing the Community Resiliency Model (CRM) training for nurse leaders in rural settings.
To explore the impact of CRM training on the well-being, resilience, and burnout levels of rural nurse leaders.

Main Methods:

A pretest-posttest pilot intervention study design was employed.
Participants received a 1-hour Community Resiliency Model (CRM) training session.

Main Results:

Feasibility challenges were encountered during CRM training implementation, particularly in recruitment and follow-up.
Minor improvements were noted in well-being and burnout scores post-training.
Resilience scores showed a slight decline at the follow-up assessment.

Conclusions:

Enhanced recruitment and retention strategies are crucial for the successful implementation of CRM training.
Despite feasibility issues, participants found value in the CRM training and would recommend it.
Future research should focus on expanding CRM training reach and evaluating its long-term impact on outcomes and organizational performance.