1 Faculty of Nursing, University of Montreal, Pavillon Marguerite-d'Youville, 2375, chemin de la Côte Sainte-Catherine, Bureau 2089, Montréal, QC, H3T 1A8, Canada.
2 Concordia University Research Chair in Leadership Development, Department of Management, John Molson School of Business, Concordia University, 1455 de Maisonneuve Blvd. W. Montreal, QC H3G 1M8, Canada.
3 Jewish General Hospital, Integrated University Health and Social Services Center-West Central, 3755 Cote-Sainte-Catherine Road, B620 Montreal, QC H3T 1E2, Canada.
4 Ordre des infirmières et infirmiers du Québec, Canada.
5 Simone de Beauvoir Institute, Concordia University, Canada.
6 Ingram School of Nursing, McGill University, 680 Sherbrooke Ouest, 19e étage, bureau 1818, Montréal, Québec, H3A 2M7, Canada.
7 Lady Davis Institute for Medical Research, Jewish General Hospital, 3755 Chem. de la Côte-Sainte-Catherine, Montréal, QC H3T 1E2, Canada.

Background: Development of nursing leadership is necessary to ensure that nurse leaders of the future are well-equipped to tackle the challenges of a burdened healthcare system. In this context, the Strengths-Based Nursing and Healthcare Leadership program was delivered to 121 participants from 5 organizations in Canada in 2021 and 2022. To date, no study used a qualitative approach to explore nursing leaders' perceptions of a leadership Strengths-Based Nursing and Healthcare Leadership program three months post training.

Objective: To describe nursing leaders' perceptions of the impact of the Strengths-Based Nursing and Healthcare Leadership program three months post training.

Methods: Qualitative descriptive design was used with individual semi-structured interviews. A convenient sample of nurse leaders (n = 20) who had participated in the leadership program were recruited for an individual interview three months post training. The data generated by interviews were analyzed using a method of thematic content analysis.

Results: Three themes emerged from the qualitative data analysis related to the leadership program that stayed with participants three months post training: 1) mentorship: a lasting relationship, 2) human connections through Story-sharing, and 3) focus on strengths. Two other themes emerged related to the changes that they have made since attending the program: 1) seeking out different perspectives to work better as a team and 2) create a positive work environment and to show appreciation for their staff.

Conclusion: The present study offers evidence of the impact of the Strengths-Based Nursing and Healthcare Leadership program three months post training.

Implication: This study reinforces the importance of training using a Strengths-Based Nursing and Healthcare Leadership lens when tackling leadership.