Nurse Leader最新文献

Registered nurse turnover is a challenge facing nurse leaders across the country with almost one-third of nursing turnover occurring in the first year of practice. Therefore, support during transition to practice is critical for new graduate nurses. The COVID-19 pandemic further exacerbated workforce challenges, preceptor development, and skill acquisition. The purpose of this article is to describe the perceptions of recent new graduate nurses transition to practice within the context of post-pandemic workforce challenges.

Doctor of Nursing Practice (DNP) programs, preparing nurse leaders for today’s complex health care environment, must support needed competencies and provide fresh, innovative strategies that align with real-world practices. A traditional postgraduate DNP program created an integrated curriculum and expanded the leadership thread to incorporate a contemporary and evidence-based theoretical framework, Human-Centered Leadership in Healthcare. This leadership theory with its highly relational approach between leaders, peer leaders, and teams quickly resonated with students. Two DNP final projects and their positive outcomes are shared. The Human-Centered Leadership in Healthcare framework offers promise in restoring joy, meaning, and excellence to leaders in education and practice.

Nurse leaders must be fluent in business language and use of business models. These models—unlike a business case—provide a framework to describe the rationale of how organizations create, deliver, and capture value to meet the needs of its customers. This article describes the Business Model Canvas, a one-page strategic business planning tool, and how it can be used to describe and visualize proposed clinical practice innovations and build nurse business acumen.

It can be challenging to meet regulatory compliance measures when there are competing priorities with short staffing and workplace burnout. Finding a way to reach regulatory compliance standards without heavily relying on dispensary actions to enforce compliance can help reengage nursing teams, create a sense of purpose, and establish a leader and staff collaborative approach to nursing excellence. By creating a shared vision for the unit, nurse leaders can collaborate with staff to reach needed standards that support patient care outcomes. Additional methods, such as routine audits, tracking, leader commitment, staff communication, individualized teaching, feedback, and team building, are all efforts that supported two units in reaching compliance standards for the first time in 4 years through a team project. Unit A had a 4-year pain reassessment completion average of 77.6%. Unit A's average after the project was 88.1%, a 10.9% increase. Unit C had a 4-year running average of 78.0%. After the project, unit C's average increased to 90.1%, a 12.4% increase. Unit A's skipped function usage 6 months before the unit project was 21.05%, and postproject intervention use was down to 6.55%. Unit C's skipped function usage 6 months before the project was 22.84%, and postproject intervention use was 6.99%. Overall severity compliance had a remarkable upward trend. Lastly, a 10.2% increase in patient responses to the NRC Health question on staff eased discomfort compared to the results from the previous 6 months.

Narrative Nursing (NN) is a version of storytelling that has been designed to provide the nurse and nurse leader with skills that empower them to acknowledge the meaningfulness of their own work and also provides peer support for the participants. Thus, the NN technique is offered in a group setting. In this paper we describe the implementation of NN workshops for nurse leaders and clinical nurses. We believe that the NN approach can be scaled and thus provide an important tool for nurse leaders to empower themselves and their clinical staff.

As leaders, our ability to zoom-in to examine situations closely is highly refined. However, less sophisticated is our ability to zoom-out using boundary spanning perspectives to see the larger context and to explore interdependent relationships. Therefore, leaders require a macroscope. Systems thinking is a boundary spanning leadership practice that enables leaders at any level to develop their macroscopic view and to lead change. This article provides an overview of 5 systems thinking principles and the rationale for how they complement the work of the leader. Specifically, the article presents the Systems Principles of Openness, Purposefulness, Multidimensionality, Emergence, and Counter-intuitiveness.

Workplace violence (WPV) against nurses and health care staff presents a sobering challenge to organizational leaders and administrators. Although there is abundant research describing the negative effects of WPV on nurses and hospital staff, there is a gap in knowledge related to strategies and interventions to mitigate the negative effects of WPV such as burnout, dissatisfaction, and turnover. We describe the results of a pilot study of the use of a violence assessment tool to promote nurse empowerment, satisfaction, and retention. Further study is needed to investigate the potential positive effects of this tool on nurse attitudes and behaviors.