Doctor of Nursing Practice DNP7510
Leadership Development

Course Number: DNP7510
Course Title: Leader Development
Credit Hours: 3 semester credits, 45 hours
Prerequisites (DNP1010 for cohort II and on), DNP7000, DNP7100, DNP7200, DNP7300, DNP7500
Required: 100 hours
OCW: 105 hours
Faculty Name: Dr. Rafael Camejo, DNP, APRN, ACNP-BC, Associate Professor
Faculty Contact rcamejo@faculty.mru.edu / 786-512-5362
Office Hours: Available everyday by phone and email. Available to meet on campus on demand

– The Growth And Development Of People Is The Highest Calling Of Leadership. – Harvey Firestone

Course Description
This course is designed to educate DNP students on leadership essentials fundamentals. The course aims to provide the DNP students the skills to effectively lead and influence stakeholders across organizations while engaging teams through shared responsibility and a common vision to successfully implement a practice change in a practicum site. The course seeks to provides the skills to effectively lead and influence people across organizations while engaging teams through shared responsibility and a common vision. Furthermore, this course will all DNP students to practice disseminating findings at micro, meso, and macro systems, and learn how to ensure cohesive leadership communication approach to help facilitate implementing a practice change in a practicum site.

Course Level Student Learning Outcomes (CLSLO’s)
By the end of this course the student will be able to:
 Examining the Full Range Model of Leadership (EOPSLO’s I, III)
 Analyze Technology to Support Leader Development (EOPSLO’s I, II III, IV)
 Apply Cognitive and Communicative Skills in Conversation Among Leaders and Subordinates (EOPSLO’s II, VII)
 Examine selected quality improvement and professional practice models that serve to support patient safety and advanced nursing practice. (EOPSLO’s I, II, III, V, VII)
 Explore the relationship between critical thinking, problem solving and decision making in nursing practice and leadership. (EOPSLO’s I, II, III, V,VI, VII, VIII)
 Facilitate appropriate communication networks with stakeholders from microsystem, mesosystem, and macrosystem. (EOPSLO’s I, II, III, VI)
 Exercise Critical Thinking to conceptualize and analyze possible solutions via case study presented (EOPSLO’s I, II,
III)
 Analyze relevant challenges and trends in the health care system (EOPSLO’s I, II, III)
 Integrate interprofessional collaboration and the DNP indirect care role across diverse healthcare settings. (EOPSLO’s I, II, III,VI, VII, VIII)
 Utilize DNP leadership strategies for advancing healthcare policy in selected healthcare systems change.
(EOPSLO’s I, II, III, VI, VII, VIII)

Doctor of Nursing Practice DNP7510
Leadership Development

 Compare and contrast driving and restraining forces that shape DNP leader response to advance quality and safety initiatives in healthcare using selected healthcare systems change. (EOPSLO’s I, II, III,VI, VII, VIII)

End of Program Student Learning Outcomes (EPSLO’s)
 I-Integrate Scientific Underpinnings into Practice
 II-Develop Organizational and Systems Leadership for Quality Improvement and Systems Thinking
 III-Apply Clinical Scholarship and Analytical Methods for Evidence-Based Practice
 IV-Use Information Systems/Technology and Patient Care Technology for the Improvement and Transformation of Health Care
 V-Influence Health Care Policy for Advocacy in Health Care
 VI-Employ Interprofessional Collaboration for Improving Patient and Population Health Outcomes
 VII-Synthesize Clinical Prevention and Population Health concepts for Improving the Nation’s Health
 VIII-Demonstrate advanced levels of clinical judgment, systems thinking, and accountability in designing, delivering, and evaluating evidence-based care to improve patient outcome
Nurse-Executive Role-Specific Competencies
1. Demonstrate effective communication: Effective communication
– Via production of written material
Relationship management
– Via relationship management/build collaborative relationships
– Exhibit effective conflict resolution skills
– Create a trusting environment
– Influencing behavior
Community involvement
– Establish an environment that values diversity Diversity
– Serve as a resource to community and business leaders regarding nursing
– Establish an environment that values diversity (e.g. age, gender, race, religion, ethnicity, sexual orientation, culture)
– Establish cultural competency in the workforce
– Incorporate cultural beliefs into care delivery
– Provide an environment conducive to opinion sharing, exploration of
2. Demonstrate knowledge of the healthcare environment:
– Clinical practice knowledge
– Integrate bioethical and legal dimensions into clinical and management decision-making
– Communicate patient care standards as established by accreditation, regulatory and quality agencies – Use knowledge of federal and state laws and regulations that affect the provision of patient care – Delivery model
– Demonstrate current knowledge of patient care delivery systems across the continuum
– Evidence-based practice/outcome measurement and research
– Use data and other sources of evidence to inform decision making 3. Demonstrate leadership

Doctor of Nursing Practice DNP7510
Leadership Development

– Foundational thinking skills
– Apply critical analysis to organizational issues after a review of the evidence – System Thinking
– Use knowledge of classic and contemporary systems thinking in problem solving and decision making
4. Demonstrate professionalism.
– Advocacy
– Represent the perspective of patients and families

Methods of Delivery/Evaluation
 Guided discussions related to the course learning outcomes
 Applied leadership assignment
 Case study to practice disseminating findings at micro, meso, macro system
 Self-assessment assignment
 Collaborative seminar on campus day with DNP Practicum Project Team Member to discuss the course assignments and progress in the practicum DNP project data gathering. Group discussion on campus on the evolution of the possible practicum project
 Practicum log activities with DNP Practicum Project Team Mentor
 Independent reading of suggested reading material
 Educational Video
 PowerPoint
 Live meeting with professors, mentors, & classmates
Topical Course Outline
• Accelerated Leader Development * Knowledge of current Issues and Trends in Nursing and Healthcare
• Business Skills * Enhancing Team Skills
• Cognitive Skills Development * Communication
• Relationship Skills * Professionalism
• Developing Practical and Emotional Intelligence
• Knowledge of the Healthcare environment

Instructional Resources and Materials
Books
• American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.). American Psychological Association.
• Astalos Chism (2016). The Doctor of Nursing Practice: A guidebook for role development and professional issues. 3rd ed. Jones & Bartlett Learning. Burlington, MA
• Reavy, K. (2016). Inquiry and leadership: A resource for the DNP project. FA Davis.
• Sipes, C. (2016). Project Management for the Advanced Practice Nurse. Springer Publishing Company.

Doctor of Nursing Practice DNP7510
Leadership Development

Articles

 Alonderiene, R., & Majauskaite, M. (2016). International Journal of Educational Management, 30(1), 140-164.
 Al‐Yami, M., Galdas, P., & Watson, R. (2018). Leadership style and organisational commitment among nursing staff in Saudi Arabia. Journal of Nursing Management, 26(5), 531-539.
 Appelbaum, S. H., Degbe, M. C., MacDonald, O., & Thai-Son NGUYEN-QUANG. (2015). Organizational outcomes of leadership style and resistance to change (part one). Industrial and Commercial Training, 47(2), 73-80. doi:http://dx.doi.org/10.1108/ICT-07-2013-0044
 Beeber, A. S., Palmer, C., Waldrop, J., Lynn, M. R., & Jones, C. B. (2019). The role of Doctor of Nursing Practiceprepared nurses in practice settings. Nursing outlook.
 Diaz, J. & Danvers-Perez, K. (2018). Workload in Nursing: A concept analysis. Horiz Enferm 28, (3), 204-211  Dartey-Baah, K., & Ampofo, E. (2016). African Journal of Economic and Management Studies, 7(3), 328-345.
 George, S. R., & Leasure, A. (2016). Application of Transformational Leadership Principles in the Development and Integration of Palliative Care Within an Advanced Heart Failure Program. Dimensions of Critical Care Nursing, 35(2), 59-65.
 Herd, A. M., Adams-Pope, B. L., Bowers, A., & Sims, B. (2016). Finding What Works: Leadership Competencies for the Changing Healthcare Environment. Journal of Leadership Education, 15(4).
 Kryzanowski, J., Bloomquist, C. D., Dunn-Pierce, T., Murphy, L., Clarke, S., & Neudorf, C. (2019). Quality improvement as a population health promotion opportunity to reorient the healthcare system. Canadian Journal of Public Health, 110(1), 58-61.
 Li, Z., Gupta, B., Loon, M., & Casimir, G. (2016). Leadership & Organization Development Journal, 37(1), 107-125.
 Maamari, B., & Majdalani, J. (2017). International Journal of Organizational Analysis, 25(2), 327-345.
 Morsiani, G., Bagnasco, A., & Sasso, L. (2017). How staff nurses perceive the impact of nurse managers’ leadership style in terms of job satisfaction: A mixed method study. Journal of Nursing Management, 25(2), 119128.
 Nayak, S. G. (2018). Time management in nursing –Hour of need. International Journal of Caring Sciences, 11(3), 1997-2000.
 Oliver, E. G., Cravens, K. S., & Stewart, J. S. (2019). Performance appraisal and workplace culture: A qualitative study investigating differences in job roles and outcomes. Management in Healthcare, 3(3), 268-278.
 Perez, K. & Cianelli, R. (2015). Critical Thinking: A concept analysis. Horiz Enferm 26(1), 83-87
 Popli, S., & Rizvi, I. A. (2016). Drivers of Employee Engagement: The Role of Leadership Style. Global Business Review, 17(4), 965–979. https://doi.org/10.1177/0972150916645701
 Sadiartha, A. A. N. G., & Sitorus, S. A. (2018). Organizational culture, communication and leadership style on job satisfaction. International Journal of Research in Business and Social Science, 7(4), 1-9.
doi:http://dx.doi.org/10.20525/ijrbs.v7i4.889
 Ward, M., McAuliffe, E., Fitzsimons, J., & O’Donovan, R. (2019). Informing healthcare team performance: Integrating data to improve quality and safety. International Perspectives in Psychology: Research, Practice,
Consultation, 8(1), 53.

Doctor of Nursing Practice DNP7510
Leadership Development

Methods of Evaluation
Method Percentage
Collaborative Discussions 25%
Applied DNP Leadership Assignment (week3) 25%
Case Study on Disseminating findings at micro,
meso, and macro system: A leadership approach to cohesive communication. (Week 6) 25%
Self-assessment 25%
Practicum hours log Required
On-Campus virtual day Required
Total 100%

Grading Scale
Letter Grade Scale Numeric Grade
A 4.0 90 – 100
B 3.0 80 – 89
F 0.0 0-79

Requirements for Successful Completion
Students must attain a letter grade of B or higher for the course to count toward completion of the DNP.

Tardiness
Students are expected to submit assignments by the time they are due. Assignments submitted after the due date without reaching out your DNP mentor or professor are subject to penalty.

Modifications to the Course Syllabus
The course syllabus may be modified at any time. Students will be informed of changes made to the syllabus. If a conflict exists between the course syllabus and University Catalog, the University Catalog governs.
Student Assessments
Students will be given assessments from time to time at the instructor’s discretion. As part of the course requirements, students must take both announced and unannounced assessments that may count toward their grade.
On-campus virtual day
Students will receive a link for meetings on Microsoft Team.

Doctor of Nursing Practice DNP7510
Leadership Development

Dates

•
•
•
•
• • •
• • Are leaders born or made?
What is a DNP-prepared leader made of? Leadership and unexpected circumstances Leadership Makes a difference
Leadership Principles
Change and Innovation Organizational Climate and Culture
Understanding driving forces contributing to the development of skills for the role of DNP-prepared
leader Leadership & collaboration
Book:
• Astalos Chism (2016). The Doctor of Nursing Practice: A guidebook for role development and professional issues. 3rd ed. Jones & Bartlett Learning. Burlington, MA Chapter
2 (17 pages)
• Sipes, C. (2016). Project
Management for the Advanced
Practice Nurse. Springer Publishing
Company. Chapter 2 19 pages

(OCW 3.6 hrs.) Articles:
• George, S. R., & Leasure, A. (2016).
Application of Transformational
Leadership Principles in the
Development and Integration of
Palliative Care within an Advanced Heart Failure Program. Dimensions of Critical Care Nursing, 35(2), 5965.
• Appelbaum, S. H., Degbe, M. C., MacDonald, O., & Thai-Son NGUYEN-QUANG. (2015). Organizational outcomes of leadership style and resistance to change (part one). Industrial and Discussion Week # 1 See Moodle.
Initial post due Thursday at 11:59 pm and two answers to peers due on Sunday at 11:59 pm. (OCW 6 hrs.) CLSLOs:
 Examining the Full Range Model of Leadership
 Apply leadership to nursing practice
 Apply Cognitive and Communicative Skills in
Conversation Among
Leaders and Subordinates
 Examine selected quality improvement and professional practice models that serve to support patient safety and advanced nursing practice.
 Explore the relationship between critical thinking, problem solving and decision making in nursing

Doctor of Nursing Practice DNP7510
Leadership Development

stakeholders at the micro, meso, and macro system •
Budgeting (OCW 0.7 hr.)

Articles:
• AACN (2019). Nursing shortage
(1.3 hrs)
• Morsiani, G., Bagnasco, A., & Sasso, L. (2017). How staff nurses perceive the impact of nurse managers’ leadership style in terms of job satisfaction: A mixed method study. Journal of Nursing
Management, 25(2), 119-128.
• Alonderiene, R., & Majauskaite, M. (2016). International Journal of Educational Management, 30(1), 140-164.
• Popli, S., & Rizvi, I. A. (2016).
Drivers of Employee Engagement: The Role of Leadership Style. Global Business Review, 17(4), 965–979. https://doi.org/10.1177/09721509
16645701
• Diaz, J. & Danvers-Perez, K. (2018). Workload in Nursing: A concept analysis. Horiz Enferm 28, (3), 204-
211

(OCW 5 hrs.) internet) (OWC 6 hrs.

CLSLO’s



 Give an example of an operating
budget (example from the

)

Examining the Full Range
Model of Leadership
(EOPSLO’s I, III)
Apply Cognitive and
Communicative Skills in
Conversation Among
Leaders and Subordinates
(EOPSLO’s II, VII)
Examine selected quality improvement and professional practice models that serve to support patient safety and advanced nursing practice. (EOPSLO’s I, II,
III, V, VII)
Explore the relationship between critical thinking, problem solving and decision making in nursing practice and leadership.
(EOPSLO’s I, II, III, V,VI, VII, VIII)
 Facilitate appropriate