The development of high-level leadership skills in faculty and administrators in schools of nursing is vital to the success of the baccalaureate and graduate nursing enterprise given the complex challenge s being faced by these organizations. Individuals in leadership roles at schools of nursing are challenged by an array of complex issues including:
- Financial constraints faced by higher education
- The need to develop effective partnerships with the practice environment to assure the development of training opportunities and appropriately educated professional nurses
- The need for strategies to recruit diverse student populations to the field
- The need to partner with multiple players to meet these challenges
Moreover, there is growing awareness that the aging of the nursing profession also is reflected in the demographics of those individuals who are administering academic nursing programs.
LANP features an intensive 5-day summer seminar, focused assessment activities, facilitation of a mentorship experience, opportunities for follow-up with seminar faculty, and the sharing of ideas and resources among fellows. The program focuses on key leadership competencies needed in complex nursing education and healthcare environments. LANP is devoted to general executive leader development. Note that fiscal and academic issues, while discussed and used as examples, are not the primary focus. Previous Fellows have evaluated the content very highly, calling it “life changing”. Seminar topics include the following:
Introduction of the Key Vision and Framework for a Strategic Intervention on Leadership:
- Theories of leadership
- Relating theory to strategic actions
- Evidence for validation
- Value of a full range assessment and intervention
- Review and evaluation of the strategic assessment
From the Broad to the Specific:
- Strategic assessment of the individual – possibilities for growth and change
- Peer learning and feedback mechanisms
- Case studies for change
- Creating personal models for strategic growth and change
Targeted Cultural Change:
- Linking the individual’s assessment to the organizational culture
- Developing plans for intervention
- Establishing long-term networks
- Change and conflict
- Evaluation and redesign 3
The purpose of the mentorship portion of the program is the development of a long-term partnership that will enhance the fellow’s leadership capabilities through shared growth and development. The ideal mentor is one that meets the fellow’s ideological perspective and professional development needs. Mentors may be deans or other senior academic leaders. Selected fellows will be expected to identify an individual who will be able to serve as their mentor; however, applicants are not required to have identified a mentor before the start of the program. More information on the mentoring relationship will be discussed during the seminar.
LANP is competitive, resulting in a select group of leadership fellows. Applicants must be nurse educators employed at AACN member institutions, meet the eligibility criteria, and provide evidence of institutional support for this program. Specific eligibility requirements:
- Educational preparation and licensure in nursing
- Faculty or administrative appointment in a school of nursing
- Progressive experience in academic administrative roles and positions
- Professional goals congruent with the aims of the fellowship program
Applicants selected to participate in LANP will be expected to:
- Complete all the self-assessment processes prior to the seminar (360 degree review, etc.)
- Attend the entire 5-day seminar
- Identify a personal mentor and be actively involved in a mentoring experience
- Participate in group discussions during the fellowship year via AACN’s Online Community - AACN Connect
- Commit to developing personal and professional skills to assume the role of chief academic administrator of a school of nursing
Priority is given to individuals seeking leadership development in order to transition into the role of dean/director, or who have the potential for long-term commitment to the role of a chief academic administrator of a nursing program. Second priority is given to individuals who have three years or less experience in the role of dean/director. Selected fellows will be expected to attend the entire conference and participate in all educational and evaluation activities.
Stay tuned for 2019 call for applications.
Each year since 2002, a cohort of 40 Fellows has engaged in professional development activities, including an assessment of current leadership style and skills, mentoring opportunities with an experienced dean, and work to accomplish identified goals. Representing a variety of backgrounds, experiences, and skills, the AACN Fellows have developed the necessary tools to be leaders in the academic nursing world.