Pub Date : 2024-10-01DOI: 10.1016/j.mnl.2024.05.011
Increasingly, integrated health systems are realizing that building a supportive infrastructure encouraging nursing scholarship is becoming more of an expectation than an enrichment. Due to increasing accreditation requirements for hospital recognition programs and to satisfy employee expectations, the need to build nursing-focused research and clinical scholarship affinity groups and councils is receiving more attention. However, building a nursing clinical scholarship community that is well-resourced and supportive of nurse-led scholarly work is more often a skill set of academic practice rather than community-based hospitals, calling for increasing creativity in division of resources.
{"title":"Leading Clinical Scholarship: Evolving an Enterprise-Level Nursing Research Program","authors":"","doi":"10.1016/j.mnl.2024.05.011","DOIUrl":"10.1016/j.mnl.2024.05.011","url":null,"abstract":"<div><div>Increasingly, integrated health systems are realizing that building a supportive infrastructure encouraging nursing scholarship is becoming more of an expectation than an enrichment. Due to increasing accreditation requirements for hospital recognition programs and to satisfy employee expectations, the need to build nursing-focused research and clinical scholarship affinity groups and councils is receiving more attention. However, building a nursing clinical scholarship community that is well-resourced and supportive of nurse-led scholarly work is more often a skill set of academic practice rather than community-based hospitals, calling for increasing creativity in division of resources.</div></div>","PeriodicalId":44980,"journal":{"name":"Nurse Leader","volume":"22 5","pages":"Pages 510-514"},"PeriodicalIF":1.3,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141415838","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-01DOI: 10.1016/j.mnl.2024.01.005
Melissa Laitsch MSN, RN, CCRN, Terra Merwin BSN, RN, MEDSURG-BC, Keila Torres DNP, RN, Jeffrey Coto DNP, RN, MS-CNS, CCRN, CPCO, Jake McGuire BSN, RN, CMSRN, Roseanna Bell MSN, RN
This study sought to evaluate whether implementing a professional nurse advancement program correlates with a reduction in registered nurse turnover. Professional nurse advancement programs promote nurse professional development and engagement. Literature suggests a connection between engagement and retention. A retrospective cross-sectional cohort study was conducted using the organization’s human resources registered nurse employee data from 2022 and 2023. A statistically significant reduction in nurse turnover was found post-implementation compared to pre-implementation. The program influenced nurses' behaviors related to their professional development. The results suggest that the program has a strong influence on nurse retention.
{"title":"The Relationship Between a Professional Nurse Advancement Program and Nurse Retention","authors":"Melissa Laitsch MSN, RN, CCRN, Terra Merwin BSN, RN, MEDSURG-BC, Keila Torres DNP, RN, Jeffrey Coto DNP, RN, MS-CNS, CCRN, CPCO, Jake McGuire BSN, RN, CMSRN, Roseanna Bell MSN, RN","doi":"10.1016/j.mnl.2024.01.005","DOIUrl":"10.1016/j.mnl.2024.01.005","url":null,"abstract":"<div><div><span>This study sought to evaluate whether implementing a professional nurse advancement program correlates with a reduction in registered nurse turnover. Professional nurse advancement programs promote nurse professional development and engagement. Literature suggests a connection between engagement and retention. A retrospective cross-sectional </span>cohort study<span> was conducted using the organization’s human resources registered nurse employee data from 2022 and 2023. A statistically significant reduction in nurse turnover was found post-implementation compared to pre-implementation. The program influenced nurses' behaviors related to their professional development. The results suggest that the program has a strong influence on nurse retention.</span></div></div>","PeriodicalId":44980,"journal":{"name":"Nurse Leader","volume":"22 5","pages":"Pages 593-596"},"PeriodicalIF":1.3,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142357155","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Nurse leaders and educators play a vital role in supporting new-to-practice nurses. While nurse residency programs have been established in many organizations, communication between nurse leaders and hospital-based educators regarding NRP implementation and outcomes can vary. A leadership survey within our statewide NRP demonstrated outcomes at or above the national mean; however, feedback from leaders revealed lack of awareness about key program elements and an opportunity for greater engagement with nurse residents. Strategies for fostering organizational commitment in new graduate registered nurses (NGRNs) are presented, and practices for improving communication between NRP stakeholders and documenting return on investment are discussed.
{"title":"It Takes a Village","authors":"Edna Cadmus PhD, RN, NEA-BC, FAAN, Michele Livich Roberts EdD, RN, CNE, CHSE","doi":"10.1016/j.mnl.2024.04.003","DOIUrl":"10.1016/j.mnl.2024.04.003","url":null,"abstract":"<div><div>Nurse leaders and educators play a vital role in supporting new-to-practice nurses. While nurse residency programs have been established in many organizations, communication between nurse leaders and hospital-based educators regarding NRP implementation and outcomes can vary. A leadership survey within our statewide NRP demonstrated outcomes at or above the national mean; however, feedback from leaders revealed lack of awareness about key program elements and an opportunity for greater engagement with nurse residents. Strategies for fostering organizational commitment in new graduate registered nurses (NGRNs) are presented, and practices for improving communication between NRP stakeholders and documenting return on investment are discussed.</div></div>","PeriodicalId":44980,"journal":{"name":"Nurse Leader","volume":"22 5","pages":"Pages 643-647"},"PeriodicalIF":1.3,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142357158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-01DOI: 10.1016/j.mnl.2023.12.011
Nurse leaders are dependent on establishing and maintaining highly functional productive council structures to guide and ensure that our patients’, staff’s, families’, and organizational needs are met. When critical decisions need to be made that may involve multiple departments, nurses working in silos can be counterproductive and delay critical decisions. In academic health systems, the risks for working in isolation are even greater due to the systems' complex nature. The purpose of this paper is to demonstrate how one academic medical center in an academic health system developed a highly effective organized structured approach to an executive nursing council.
{"title":"Developing and Sustaining an Effective Executive Nursing Council Structure in an Academic Medical Center","authors":"","doi":"10.1016/j.mnl.2023.12.011","DOIUrl":"10.1016/j.mnl.2023.12.011","url":null,"abstract":"<div><div>Nurse leaders are dependent on establishing and maintaining highly functional productive council structures to guide and ensure that our patients’, staff’s, families’, and organizational needs are met. When critical decisions need to be made that may involve multiple departments, nurses working in silos can be counterproductive and delay critical decisions. In academic health systems, the risks for working in isolation are even greater due to the systems' complex nature. The purpose of this paper is to demonstrate how one academic medical center in an academic health system developed a highly effective organized structured approach to an executive nursing council.</div></div>","PeriodicalId":44980,"journal":{"name":"Nurse Leader","volume":"22 5","pages":"Pages 572-576"},"PeriodicalIF":1.3,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139632339","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-01DOI: 10.1016/j.mnl.2023.12.008
Facilitating the application of transformational leadership to prelicensure nursing students in academia supports the transition of those learnt attributes to the clinical arena. The future of the next generation of nurse leaders is safe. This paper demonstrates the process of applying the concepts of transformational leadership in prelicensure nursing students in a classroom setting. The concepts of transformational leadership are exemplified using real-life examples. The aim of this paper is to illustrate how transformational leadership is enacted in the classroom setting and can empower the developing and evolving prelicensure nursing student in the practice arena.
{"title":"The Application of Transformational Leadership in Nursing","authors":"","doi":"10.1016/j.mnl.2023.12.008","DOIUrl":"10.1016/j.mnl.2023.12.008","url":null,"abstract":"<div><div>Facilitating the application of transformational leadership to prelicensure nursing students in academia supports the transition of those learnt attributes to the clinical arena. The future of the next generation of nurse leaders is safe. This paper demonstrates the process of applying the concepts of transformational leadership in prelicensure nursing students in a classroom setting. The concepts of transformational leadership are exemplified using real-life examples. The aim of this paper is to illustrate how transformational leadership is enacted in the classroom setting and can empower the developing and evolving prelicensure nursing student in the practice arena.</div></div>","PeriodicalId":44980,"journal":{"name":"Nurse Leader","volume":"22 5","pages":"Pages 556-559"},"PeriodicalIF":1.3,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139640189","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-01DOI: 10.1016/j.mnl.2024.01.004
There is a knowledge gap concerning preceptor experiences, feelings, and attitudes following departure of recently trained staff. Employee resignations and insufficient academic admissions to backfill current vacancies reinforce the critical need to support preceptors responsible for staff on-boarding. This paper presents a study on a qualitative approach to explore preceptor feelings, attitudes, and experiences following voluntary departure of recently trained staff. Themes included preceptor role commitment, feelings of inadequacy and emotional distress, the need to find closure following staff departures, variances in intrinsic motivation, and perceptions of disengaged and unsupportive managers. The results of the study emphasize the importance of manager-preceptor communication, strengthening preceptor mentoring, and educating managers on the preceptor role.
{"title":"The Human Cost of Attrition","authors":"","doi":"10.1016/j.mnl.2024.01.004","DOIUrl":"10.1016/j.mnl.2024.01.004","url":null,"abstract":"<div><div>There is a knowledge gap concerning preceptor experiences, feelings, and attitudes following departure of recently trained staff. Employee resignations and insufficient academic admissions to backfill current vacancies reinforce the critical need to support preceptors responsible for staff on-boarding. This paper presents a study on a qualitative approach to explore preceptor feelings, attitudes, and experiences following voluntary departure of recently trained staff. Themes included preceptor role commitment, feelings of inadequacy and emotional distress, the need to find closure following staff departures, variances in intrinsic motivation, and perceptions of disengaged and unsupportive managers. The results of the study emphasize the importance of manager-preceptor communication, strengthening preceptor mentoring, and educating managers on the preceptor role.</div></div>","PeriodicalId":44980,"journal":{"name":"Nurse Leader","volume":"22 5","pages":"Pages 588-592"},"PeriodicalIF":1.3,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139811937","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-01DOI: 10.1016/j.mnl.2023.12.010
Given the COVID-19 pandemic stress burden, 325 health care workers from a university hospital participated in music therapy interventions as support for resilience. Treatment goals focused on self-regulation, reflection for trauma processing, teamwork, and strategy building. Approaches for staff engagement included both scheduled gatherings and flexible interventions as staff were available on the units. Feasibility and accessibility were measured through attendance records and a feedback survey. With 78% survey return rate, most respondents answered questions on accessibility, assistance with coping, and satisfaction with facilitation with either “agree” or “strongly agree,” with the combined percentages ranging from 69.16% to 93.46%.
{"title":"A Music Therapy Pilot Program for Health Care Worker Resiliency in an Acute Hospital Setting","authors":"","doi":"10.1016/j.mnl.2023.12.010","DOIUrl":"10.1016/j.mnl.2023.12.010","url":null,"abstract":"<div><div><span><span>Given the COVID-19 pandemic stress burden, 325 health care workers from a university hospital participated in </span>music therapy interventions as support for resilience. Treatment goals focused on self-regulation, reflection for </span>trauma processing, teamwork, and strategy building. Approaches for staff engagement included both scheduled gatherings and flexible interventions as staff were available on the units. Feasibility and accessibility were measured through attendance records and a feedback survey. With 78% survey return rate, most respondents answered questions on accessibility, assistance with coping, and satisfaction with facilitation with either “agree” or “strongly agree,” with the combined percentages ranging from 69.16% to 93.46%.</div></div>","PeriodicalId":44980,"journal":{"name":"Nurse Leader","volume":"22 5","pages":"Pages 566-571"},"PeriodicalIF":1.3,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139811951","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Historically, the nurse leader's role in ambulatory care has been ill-defined or nonexistent. As health care continues to move from the hospital to the clinic, ambulatory nurse leaders are rising to the challenge as their roles expand beyond that of a traditional nursing role. This article explores the experiences of ambulatory chief nursing officers and nursing directors in a network of 22 medical groups with over 1000 clinics across seven states. In a qualitative study, the authors explore critical drivers to successfully leading in the ambulatory care setting as a nurse leader. Nurses have a unique ability to connect with others to influence change and ensure quality, safety, and clinical outcomes are at the forefront of decision-making. Nurse leaders must develop change management, influential and inspirational leadership, business acumen, and executive presence to effectively advocate for a change in preconceived notions of nursing in ambulatory care. Ambulatory nursing leadership has the opportunity and the duty to advocate for nursing practice and change in healthcare through authentic connections and relationships.
{"title":"Nursing Leadership","authors":"Nicole Stuart-Pesevic MSN, RN, AMB-BC, Suzanne Talarico MSN, FNP","doi":"10.1016/j.mnl.2024.07.001","DOIUrl":"10.1016/j.mnl.2024.07.001","url":null,"abstract":"<div><div>Historically, the nurse leader's role in ambulatory care has been ill-defined or nonexistent. As health care continues to move from the hospital to the clinic, ambulatory nurse leaders are rising to the challenge as their roles expand beyond that of a traditional nursing role. This article explores the experiences of ambulatory chief nursing officers and nursing directors in a network of 22 medical groups with over 1000 clinics across seven states. In a qualitative study, the authors explore critical drivers to successfully leading in the ambulatory care setting as a nurse leader. Nurses have a unique ability to connect with others to influence change and ensure quality, safety, and clinical outcomes are at the forefront of decision-making. Nurse leaders must develop change management, influential and inspirational leadership, business acumen, and executive presence to effectively advocate for a change in preconceived notions of nursing in ambulatory care. Ambulatory nursing leadership has the opportunity and the duty to advocate for nursing practice and change in healthcare through authentic connections and relationships.</div></div>","PeriodicalId":44980,"journal":{"name":"Nurse Leader","volume":"22 5","pages":"Pages 526-530"},"PeriodicalIF":1.3,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142357151","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-01DOI: 10.1016/j.mnl.2024.03.016
This article describes the successful implementation of a staffing restructuring in the Post-Anesthesia Care Unit (PACU) at a large Cancer Center in New York City. Retrospective census data (hourly census “snapshots” and 60-day average daily census trends) in the Main PACU was evaluated to predict PACU's busiest working hours and adjust PACU staffing targets accordingly. This restructure led to a 55% decrease in overtime expenditure in 2023 YTD compared to 2022 YTD ($264,248 and $588,063 annual dollars spent, respectively), despite a 6.6% increase in surgical volume and 2x the amount of staff turnover in 2023 compared to 2022.
{"title":"Improving Scheduling Efficiency in the Setting of Staff Turnover and Increased Surgical Volume in the Post-anesthesia Care Unit Using Census Data Trends","authors":"","doi":"10.1016/j.mnl.2024.03.016","DOIUrl":"10.1016/j.mnl.2024.03.016","url":null,"abstract":"<div><div>This article describes the successful implementation of a staffing restructuring in the Post-Anesthesia Care Unit (PACU) at a large Cancer Center in New York City. Retrospective census data (hourly census “snapshots” and 60-day average daily census trends) in the Main PACU was evaluated to predict PACU's busiest working hours and adjust PACU staffing targets accordingly. This restructure led to a 55% decrease in overtime expenditure in 2023 YTD compared to 2022 YTD ($264,248 and $588,063 annual dollars spent, respectively), despite a 6.6% increase in surgical volume and 2x the amount of staff turnover in 2023 compared to 2022.</div></div>","PeriodicalId":44980,"journal":{"name":"Nurse Leader","volume":"22 5","pages":"Pages 632-636"},"PeriodicalIF":1.3,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140758729","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
扫码关注我们
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号