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Capitalizing on an Existing Shared Governance Structure in Developing Leadership Succession Planning

Moreno, Janette V., DNP, RN, CCRN-K, NEA-BC; Girard, Anita S., DNP, RN, CNL, CPHQ, NEA-BC

JONA: The Journal of Nursing Administration: April 2019 - Volume 49 - Issue 4 - p 193–200
doi: 10.1097/NNA.0000000000000737
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This evidence-based project in a large academic medical center presents the integration of a succession-planning framework into existing shared leadership councils to fill open formal leadership positions. The framework included assessment, planning, and outcome evaluation of 3 strategic interventions: 1) leadership development, 2) experiential learning, and 3) mentoring. Benefits included improved self-perception as a leader, improved leadership competency, increased talent bench strength, and 32 internal promotions of frontline staff to formal leadership positions within 1 year.

Author Affiliations: Director of Professional Development and Clinical Education (Dr Moreno), Center for Professional Excellence and Inquiry, Stanford Children's Health/Lucile Packard Children's Hospital, Menlo Park, California; Associate Chief Nursing Officer (Dr Girard), Inpatient Services, Stanford Health Care, Stanford, California.

The authors declare no conflicts of interest.

Correspondence: Dr Moreno, Stanford Children's Health, 725 Welch Rd, MC 5895, Palo Alto, CA 94304 (JVMoreno@stanfordchildrens.org).

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