Nurse Leader最新文献

Organizations that aim to achieve belonging must ensure strategies for nurturing inclusive leadership to sustain a culture of belonging in all settings. To advance our diversity, equity, inclusion, and belonging (DEIB) strategic plan, units and departments adopted the following 4 foundational principles as part of our inclusive leadership strategy: understand the perspectives of nursing and nursing support staff, patients, and families (living a shared vision and building relationships), maintain interprofessional engagement (practicing self-awareness), use data and evidence-based decision-making (creating change), and prioritize accountability and sustainability. Our multi-faceted inclusive leadership strategy aims to move forward toward authentic DEIB strategies by identifying and addressing all areas: knowledge, workforce diversity, community partnerships, psychological safety, and data. Our formal reporting structure sets an accountability standard throughout the organization and allows nursing to develop and implement successful initiatives for adoption in other areas.

Nursing faculty are in a unique position to develop and transform a societal and academic imperative for social justice. Academia’s tripartite mission of teaching, scholarship, and service guides the profession’s development through educating future nurses, advancing clinical expertise and scope of practice, generating new knowledge, and providing service to the public. We have provided exemplars of how the University of Iowa College of Nursing has been committed to social justice and serves as the foundation upon which we explore the multifaceted roles of nurse leaders in academia.

Nursing leadership at New York City Health + Hospitals (NYCHH), the largest municipal health care system in the nation, recognized the looming nursing shortage and the concurrent problem of high turnover were significant challenges. Here we showcase the strategy NYCHH used to launch a nurse residency program as a part of a city-wide regional collaborative, thereby creating a stable infrastructure for nurse retention; the article also addresses the importance of leader engagement, programmatic outcomes, and implications for nurse leaders.

In 2021, the American Association of Colleges of Nursing (AACN) released a revision to the competencies for nursing education, which provides a framework for nursing curricula at the prelicensure and graduate levels. This new framework will impact both academia and practice partners. This article provides a general overview of the framework, competency-based education, and the impact on both academia and practice partners so that nurse leaders will understand these changes and their impact on the workforce.

Inpatient and outpatient services require the coordinated efforts of multiple disciplines to provide safe patient care. Identifying gaps in care delivery is an essential component required to achieve and maintain excellence in health care. This paper highlights a gap in patient care and will outline our performance improvement project to provide essential nursing presence.

Health care organizations have immense opportunities to transform enterprise performance through strategic development and integration of advanced practice providers (APPs). The projected growth rate for APPs, which include advanced practice registered nurses (APRNs) and physician assistants, is 45% and 31%, respectively. This projection is based on the shortfall of physicians and the increased need to provide cost-effective care. Successful integration of APPs requires organizations to invest in the infrastructure to support this rapidly growing profession. Many health care organizations are preparing by creating a system advanced practice executive role to oversee the organizational design systemness, workforce strategy and optimization, and care design and innovation. This paper results from system advanced practice executives collaborating to define a system-level APP leader's role and responsibilities and the value brought to the health system.

Anti-diversity, equity, inclusion, and belonging (DEIB) sentiment has been on the rise over the past couple of years. Unfortunately, this negativism, referred to as the “anti-woke” movement by some states, has sustained and expanded these feelings. With the escalation of global migration, it is imperative that nurse leaders build awareness of the importance of diversity, equity, inclusion, and belonging in their workplaces if they are to maintain a workforce that mirrors the communities they serve. A supportive and inclusive workplace culture can improve team engagement if robust training initiatives that address unconscious bias are ongoing, and changes to policies that address underrepresented groups are addressed. Cultural humility and responsiveness matters at all levels in the health care workplace and must be supported by senior management and nurse leaders from the bedside to the boardroom if a sustainable culture of diversity is possible.