Two methods of were used to assess the effectiveness of the proposed solution in addressing the challenges cited in the project. The first method included issuing questionnaires to the identified important stakeholders of the organizations. Each group of stakeholders was represented by a number deemed fit to meet the accuracy standards given that the number of stakeholders varies among various groups. The questions centered on the shift in the leadership in the nursing fraternity and the extent to which collaboration has been achieved or realized (Bairu & Chin, 2012). The second method involved conducting interviews on the institutional leaders to assess their levels of cooperation and willingness to implement the proposed solution.
The first variable to be measured is the levels of acceptance of the decisions made by the current leadership. In autocratic systems, which discourage collaboration, there is a low level of acceptance for the decisions made because of the lack of accommodation for alternative courses of actions. If the decisions made and strategies adopted are accepted and supported by a majority of the stakeholders, then it is highly likely that there is collaborative leadership. Stakeholder satisfaction is another variable that is assessed to in the examination of the outcomes of the project. In cases where the leadership involved all the stakeholders in the process of making decisions and strategy implementation, there is a high level of satisfaction among the stakeholders (Wikström & Dellve, 2009). For instance, it may be symbolized by a reduction in the number if strikes by healthcare workers because they are working in a conducive environment.
Tools required in the education of the participants in the project include portable materials such as pamphlets and organizational newlines. However, it is important to use other tools such as interactive seminars and workshops that will play an important role in reminding the stakeholders and the leaders of the role they have to play in the accomplishment of the project (Gopee, 2011).
Bairu, M., & Chin, R. (2012). Global Clinical Trials Playbook: Management and Implementation when resources are limited. Burlington: Elsevier Science.
Gopee, N. (2011). Mentoring and Supervision in Healthcare. London: SAGE Publications.
Wikström, E., & Dellve, L. (2009). Contemporary leadership in healthcare organizations : Fragmented or concurrent leadership. Journal of Health Organisation and Management. doi:10.1108/14777260910979308