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Model or Method? Why the Words We Use to Describe Patient Care Matter 模型还是方法？为什么我们用来描述病人护理的词语很重要
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-29 DOI: 10.1016/j.mnl.2025.102507
Anne Schmidt DNP, ANP-BC, CENP, CPHQ, FAONL
In nursing leadership, clarity in the language used is foundational for effective strategic execution. As health care systems evolve, the ability to distinguish between models of care and care delivery methods is essential. Models reflect the “why” and incorporate organizational and professional values, as well as evidence-based frameworks to guide practice reliability. Methods express the “how,” consisting of workflows shaped by patient acuity, team skill mix, resource availability, and the care environment. Nursing leaders must not only grasp these distinctions but also communicate them effectively. Accuracy in terminology, conceptual understanding, and clear articulation enable leaders to align teams, adapt thoughtfully, and sustain high-quality, coordinated care across complex environments.
在护理领导中，使用语言的清晰度是有效战略执行的基础。随着卫生保健系统的发展，区分护理模式和护理提供方法的能力至关重要。模型反映了“为什么”，并结合了组织和专业价值，以及基于证据的框架来指导实践的可靠性。方法表达了“如何”，包括由患者敏锐度、团队技能组合、资源可用性和护理环境形成的工作流程。护理领导不仅要掌握这些区别，还要有效地进行沟通。术语的准确性、概念的理解和清晰的表达使领导者能够在复杂的环境中协调团队、深思熟虑地适应并维持高质量、协调的护理。
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引用次数: 0
UH Nursing Leadership Shapes Future Staff UH护理领导塑造未来的员工
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-23 DOI: 10.1016/j.mnl.2025.102505
Michelle Hereford MSHA, RN, FACHE, Ashley Carlucci DNP, MHA, RN, CEN, CENP, Jennifer Carpenter DNP, RN, CENP, Holly Ma DNP, MS, RN, NPD-BC
University Hospitals (UH), a comprehensive health system headquartered in Cleveland, Ohio, was honored with the 2025 American Organization for Nursing Leadership’s Prism Award. UH was recognized for demonstrating exceptional commitment to recruiting, retaining, and developing nursing talent within the health system and in the community and for empowering every team member, from nurses to support staff, to practice at the top of their license. This article describes the initiatives that helped UH garner the award.
总部位于俄亥俄州克利夫兰的综合性卫生系统大学医院（UH）荣获2025年美国护理领导组织棱镜奖。UH在卫生系统和社区内招聘、保留和发展护理人才方面表现出了卓越的承诺，并赋予每个团队成员，从护士到支持人员，在他们的执照上执业。本文描述了帮助休斯敦大学获得该奖项的举措。
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引用次数: 0
Empowering Nurses in Policy: A Pilot Evaluation of a Policy Hackathon Intervention 在政策中赋予护士权力：政策黑客马拉松干预的试点评估
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-21 DOI: 10.1016/j.mnl.2025.102503
Kaneesha Ogle PhD, Sara Arter PhD, Anna Ressler DNP, Shelby Logsdon MSN, Britt Cole DNP
This study examined whether a nursing policy hackathon could increase nurses’ and nursing students’ engagement in health policy. More than 120 participants, nurses, students, legislators, and health care leaders collaborated to address a state nursing shortage. Forty-four nurses and students completed the Waddell Spectrum for Policy Participation Influence and Research Instrument before the event, with follow-up 6 months later. Paired samples t-tests assessed changes across 5 policy engagement subscales. No statistically significant changes were observed, although small, nonsignificant increases appeared in 2 subscales. Although immediate effects were limited, the hackathon model shows promise as a collaborative, experiential strategy to foster nurses’ policy engagement and advocacy.
本研究考察了护理政策黑客马拉松是否能提高护士和护生对卫生政策的参与度。120多名参与者，包括护士、学生、立法者和卫生保健领导人合作解决了该州的护理短缺问题。44名护士和学生在活动前完成了Waddell政策参与影响与研究量表，6个月后进行随访。配对样本t检验评估了5个政策参与子量表的变化。没有观察到统计学上显著的变化，尽管在两个亚量表中出现了小的、不显著的增加。虽然即时效果有限，但黑客马拉松模式显示出作为一种合作、经验战略的希望，可以促进护士的政策参与和倡导。
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引用次数: 0
The Digital Mentor 数字导师
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-18 DOI: 10.1016/j.mnl.2025.102488
Tessi Flood RN, MSN, CCRN
Today nurse managers are navigating unprecedented complexity, balancing rising expectations with limited experience and minimal real-time support. Traditional leadership development approaches, while valuable, are episodic and disconnected from daily operational demands. This article introduces a novel approach: an artificial intelligence (AI)-powered digital mentor that delivers in-the-moment coaching, reinforces standard leadership practices, and supports clinical leaders where they work Figure 1. Drawing from early implementation findings across hospital units, the article highlights how an AI tool, reduces administrative burden, increases leader rounding and enhances role clarity.It explores how AI can scale leader mentorship, build equity in development access, and provide measurable returns for health systems. Far from replacing leaders, AI augments their presence and performance, positioning digital mentorship as a critical strategy for sustainable, high-impact transformational nursing leadership.
今天，护士管理人员正在应对前所未有的复杂性，在有限的经验和最少的实时支持下平衡不断上升的期望。传统的领导力培养方法虽然有价值，但却是断断续续的，与日常运营需求脱节。本文介绍了一种新颖的方法：人工智能（AI）驱动的数字导师，提供即时指导，加强标准的领导实践，并支持临床领导者的工作（图1）。根据医院单位的早期实施结果，文章重点介绍了人工智能工具如何减轻行政负担，增加领导人员，提高角色清晰度。它探讨了人工智能如何扩大领导指导，在发展机会方面建立公平，并为卫生系统提供可衡量的回报。人工智能并没有取代领导者，而是增强了他们的存在和表现，将数字指导定位为可持续的、高影响力的转型护理领导的关键战略。
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引用次数: 0
Laura J. Wood, DNP, RN, NEA-BC, FAAN 劳拉·j·伍德，DNP， RN, NEA-BC， FAAN
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-18 DOI: 10.1016/j.mnl.2025.102492
Amy E. Trueblood MS, RN, NEA-BC
Dr. Laura J. Wood serves as the System Chief Nurse Executive, Sporing Carpenter Chair for Nursing, and Executive Vice President, Patient Care Operations at Boston Children’s Hospital. Prior to joining Boston Children’s in 2013, Laura held pediatric nursing and progressive operational leadership roles within The Johns Hopkins Hospital Children’s Center (Hopkins Medicine), The Children’s Hospital of Philadelphia (CHOP), and The University of Pennsylvania Health System (PennMedicine) and served as National Vice President of Clinical Solutions Siemens Healthcare (Cerner/Oracle Health Corporation). She is recognized as an innovative executive nurse leader with strong operations and digital health care experience, guiding measurable improvement in quality, safety, and the health of work environments as a foundation of operational excellence. A Robert Wood Johnson Foundation Executive Nurse Fellow alumna and a fellow of the American Academy of Nursing, Laura currently serves as President of the American Nurses Credentialing Center (ANCC) and on several nonprofit boards.
Laura J. Wood博士担任波士顿儿童医院的系统首席护士执行官，Sporing Carpenter护理主席和执行副总裁，负责患者护理业务。在2013年加入波士顿儿童医院之前，劳拉在约翰霍普金斯医院儿童中心（霍普金斯医学）、费城儿童医院（CHOP）和宾夕法尼亚大学卫生系统（PennMedicine）担任儿科护理和进步业务领导职务，并担任西门子医疗（Cerner/Oracle Health Corporation）临床解决方案全国副总裁。她被公认为具有强大运营和数字医疗保健经验的创新执行护士领导者，指导质量，安全和工作环境健康的可衡量改进，作为卓越运营的基础。作为罗伯特·伍德·约翰逊基金会的执行护士研究员校友和美国护理学会的研究员，劳拉目前担任美国护士资格认证中心（ANCC）的主席和几个非营利委员会的成员。
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引用次数: 0
Reimagining and Maximizing the Benefits of Vision-Driven Leadership 重新构想和最大化愿景驱动型领导的好处
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-16 DOI: 10.1016/j.mnl.2025.102504
M. Lindell Joseph PhD, RN, FAAN, FAONL
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引用次数: 0
Recognition That Resonates 产生共鸣的认可
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-15 DOI: 10.1016/j.mnl.2025.102498
Sarah Clement DNP, MBA, BSN, RN, NE-BC, CCRN, Jacqueline Haverkamp DNP, MBA, RN, FNP-BC
Amid high nurse turnover, an urban health system launched a structured, points-based recognition program to improve satisfaction and retention. A cross-sectional survey assessed perceptions of recognition, satisfaction, and intent to leave across generational cohorts, shifts, roles, and service lines. While no generational differences were significant, swing shift nurses and those working in Emergency and Perioperative Services reported higher turnover intentions. Nursing leaders reported greater satisfaction and recognition than staff nurses. Recognition was strongly correlated with higher job satisfaction and lower turnover intention. Findings highlight the importance of consistent, visible recognition tailored to roles, shifts, and specialties.
在护士高流动率的情况下，一个城市卫生系统启动了一个结构化的、基于积分的认可项目，以提高满意度和保留率。一项横断面调查评估了不同世代、班次、角色和服务部门对离职的认知、满意度和离职意向。虽然没有明显的代际差异，但轮班护士和急诊和围手术期服务的护士报告了更高的离职意向。护理领导的满意度和认可度高于普通护士。认同与较高的工作满意度和较低的离职倾向呈显著正相关。研究结果强调了根据角色、班次和专业进行一致、可见的认可的重要性。
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引用次数: 0
Transforming Healthcare Teams 医疗团队转型
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-14 DOI: 10.1016/j.mnl.2025.102502
LeeAnna Spiva PhD, RN, Melissa Box MSN, RN, Adriana Shults MSN, RN, CCRN, CNL, Wendy Elliott MSN, MBA-HM, RN, NE-BC, a-IPC, Brittany Salman MSN, RN, PCCN, CNL, Krystle Miller MSN, RN, Elizabeth Berrier MSN, RN, NPD-BC
This article explores the development and implementation of the clinical nurse leader role within an integrated health care system, emphasizing the historical collaboration with academic institutions, efforts to stabilize the workforce, and enhance care delivery. It highlights the establishment of an academic-practice partnership, the alignment of clinical nurse leaders with organizational goals and the partnership between nurse managers, as well as the broader implications for health care practice and outcomes.
本文探讨了综合医疗保健系统中临床护士领导角色的发展和实施，强调了与学术机构的历史合作，稳定劳动力的努力，并加强了护理服务。它强调了学术实践伙伴关系的建立，临床护士领导与组织目标的一致，护士管理人员之间的伙伴关系，以及对卫生保健实践和结果的更广泛影响。
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引用次数: 0
Regarding “Understanding Leadership Today: The Evolution of the Chief Nursing Officer” 关于“理解今天的领导力：首席护理官的演变”
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-13 DOI: 10.1016/j.mnl.2025.102499
Tim Porter-O’Grady DM, EdD, ScD(h), APRN, FAAN
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引用次数: 0
Regarding “Advanced Practice Providers: Pursuing Transformation Through an Advanced Practice Council” 关于“高级执业医师：透过高级执业理事会寻求转变”
IF 1.4 Q3 NURSING
Nurse Leader
Pub Date : 2025-08-12 DOI: 10.1016/j.mnl.2025.102500
Tim Porter-O’Grady DM, EdD, ScD(h), APRN, FAAN, FACCWS
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