Date of Graduation

Spring 2018

Document Type


Degree Name

Doctor of Nursing Practice (DNP)


School of Nursing and Health Professions




Executive Leader DNP

First Advisor

Dr. Marjorie Barter

Second Advisor

Dr. KT Waxman



Aim: This paper outlines the project planning, implementation and evaluation of a project aimed at improving the communication competency of perioperative nurse managers. Leadership development consisted of providing education and simulation practice to managers of the operating room (OR), pre and post anesthesia recovery (PACU) area and sterile processing (SPD). The goal was to improve the OR turnover time, cost per OR hour, patient access and the perception of the participants in their ability and willingness to speak up.

Background: The literature shows that training is needed to improve the ability of teams to understand the factors influencing the ability and willingness to voice concerns (Jones & Durbridge, 2016). Successful managers are able to provide an environment of open communication (Garon, 2012), and to leverage several factors to encourage speaking up among their staff (Nembhard, Labao, & Savage, 2015). The perioperative departments went through dramatic leadership change which afforded the opportunity to develop the perioperative leaders.

Methods: The evidence-based interventions for this project were twofold. After an assessment of the learning needs of the group was completed, education was provided over a period of six months. The leaders were then given the opportunity to practice their new knowledge and skills in a low stress environment using low fidelity simulation scenarios.

Results: Improvement was noted in all of the variables measured with the greatest increase in patient access and leaders’ perception of their ability and willingness to speak up.

Conclusion: This project demonstrated that the perioperative management team’s (PMT) efforts have a positive influence on outcomes and their leadership makes a difference.

Included in

Nursing Commons