Effect of Lean Leadership Training Program on Head Nurses’ Performance and Quality of Nurses’ Work-Life

Abstract

Background: The highly competitive climate in which healthcare organizations operate today necessitates flexibility, knowledge acquisition, technology adoption, and process improvement in order to introduce new services, reduce costs, and respond to market developments. Thus, healthcare organizations have needed to implement lean practices in order to improve leadership effectiveness and provide high quality and efficiency of services provided. Aim: The study aimed to determine the effect of lean leadership training program on head nurses’ performance and quality of nurses’ work-life at Hamdy El-Tabakh General Hospital. Design: Quasi-experimental, one group (pre/ post-test) research design was used. Setting: The study was carried out in all in-patient units (medical and surgical); ICU and emergency units at Hamdy El-Tabakh General Hospital. Subjects: Two groups of subjects were included; (a) All head nurses and their assistants (n=20), (b) All staff nurses (n=200). Tools: Three tools were used for data collection; head nurses’ lean performance observation checklist, quality of nursing work-life questionnaire and lean leadership knowledge questionnaire. Results: There was a highly statistical significant difference between lean leadership training program and head nurses’ performance. Also, there was a highly statistical significant difference between lean leadership training program and quality of nurses’ work life. Conclusion: There were highly positive statistical significant correlations between lean leadership performance dimensions and quality of nursing work-life dimensions at before, immediately after and after three months from lean leadership training program implementation. Recommendations: Apply in-service training programs and workshops to implant a culture of lean leadership and lean management, among hospital administrators and unit manager.