Journal of Nursing Administration最新文献

Objective: This cross-sectional, mixed-methods study explored new and aspiring chief nursing officers' (CNOs) perceived leadership effectiveness after attending an executive leadership development program.

Background: CNOs deal with complex challenges that require new leadership acumen. Higher CNO turnover and shortened tenure (2-7 years) indicate the need for specific, early programmatic leadership development to meet emerging challenges.

Methods: An exploratory cross-sectional, mixed-methods approach was used to gain a deeper understanding of the impact, attitudes, challenges, issues, and leadership support of new/aspiring CNOs.

Results: Respondents indicated the program positively influenced their leadership development, encouraged them to attain higher leadership roles, and supported them to expand their professional network.

Conclusions: Findings demonstrated the effect leadership development programs can have on new/aspiring CNOs and identified an ongoing need for development. Additional research exploring multilevel effects is needed to convey the return on investment for executive nursing leadership development programs.

Objective: This study assesses the effects of recognition satisfaction on key outcomes and preferences among nursing staff.

Background: Meaningful recognition is vital in nursing, impacting burnout, intent to leave, and moral distress.

Methods: A mixed methods cross-sectional study was conducted with nurse leaders, staff nurses, nursing professionals, and support staff, including quantitative questions on demographics, well-being, organizational support, resilience, and recognition satisfaction, along with qualitative questions on recognition preferences.

Results: Nurses' recognition satisfaction was significantly and inversely related to burnout, intent to leave, and moral distress in our sample. Key themes in order of decreasing importance were financial incentives, acknowledgment, fairness, positive feedback, and listening leadership. Those preferring financial incentives reported the lowest perceived organizational support and the lowest well-being of all 5 groups. Participants valuing listening leadership experienced the highest burnout and intent to leave of all groups. Those preferring positive feedback had the highest moral distress.

Conclusions: Tailoring recognition programs to preferences of a workforce unit may enhance well-being, perceived organizational support, and retention in nursing including nursing support staff.

The discrepancy between the supply and demand of RNs creates pressure on nursing leaders to find innovative solutions to strengthen the nursing workforce and reduce new graduate nurses' time in orientation. In response, Memorial Hermann Health System leaders developed the Tiered Academic Partnership Model (TAPM). The model provides a strategic framework to align academic partnerships with health system nursing workforce priorities. The TAPM supports strategic, outcomes-driven partnerships between health systems and academic partners. TAPM categorizes partnerships into 3 tiers to optimize clinical placements, improve new graduate nurse readiness, and enhance conversion-to-hire rates. This scalable model fosters intentional collaboration, operational efficiency, and stronger workforce development.

Frontline nurse leaders often encounter ethically complex issues but may lack adequate formal training in ethics, communication, and leadership, hindering their ability to navigate these challenges. The COVID-19 pandemic exacerbated moral distress, affecting leaders and staff and compromising nurse well-being and patient care. Ethics and leadership-focused professional development improves leaders' confidence and well-being and increases staff retention and engagement. These authors describe an adaptable, yearlong fellowship designed to increase ethics and leadership skills while reducing moral distress among frontline nurse leaders and their clinical teams.

Magnet® Program Directors (MPDs) are often the unsung heroes of healthcare organizations. They have multiple responsibilities that extend far beyond Magnet document application and submission. This article examines the multifaceted role the MPDs play in creating and sustaining a culture of nursing excellence and shares information on the newly announced DAISY MPD award.

Objective: The aims of this study were to identify care delivery models (CDMs) currently used in acute care settings and explore sources of variability at the unit, hospital, and system levels.

Background: Despite efforts to improve healthcare delivery, acute care settings continue to face challenges such as workforce shortages, inefficiencies, and inconsistent patient outcomes. Care delivery models define how care is organized and delivered, yet current research on CDM innovation is sparse.

Methods: A multimethod design was used, including a survey of 294 nurse leaders and 34 qualitative interviews. Logistic regression and content analysis identified factors influencing CDM changes.

Results: Primary nursing was the most common CDM (61.6%). Care delivery model changes were driven by staffing shortages, hospital size, and leadership position. A typology of unit-, hospital-, and system-level drivers emerged.

Conclusions: Care delivery model changes are often reactive rather than strategic or evidence based. Understanding organizational drivers and having aligned metrics can aid in more intentional implementation and evaluation of CDMs.

Objective: The aim of this study was to examine professional fulfillment, psychological safety, resilience, and their effect on burnout in the nursing workforce at a community teaching hospital.

Background: Nurses are at an increased risk for burnout, resulting in negative organizational impacts. To our knowledge, no study has analyzed well-being through professional fulfillment, psychological safety, and resilience in relation to burnout.

Methods: This cross-sectional pilot study examined the concepts of professional fulfillment, burnout, psychological safety, and resilience of the nursing workforce at a community hospital.

Results: The sample of RNs (N = 96) had an inverse relationship between burnout and the other variables. Direct care nurses scored significantly lower than indirect care nurses on professional fulfillment (P = 0.001) and psychological safety (P = 0.011). Nurses with higher professional fulfillment were 22.6% less likely to experience burnout (odds ratio, 0.774).

Conclusions: Future research is needed to explore specific opportunities for nurses' professional fulfillment and its influence on burnout.

This quality improvement project evaluated a 6-month mentorship program's influence on job satisfaction, burnout, engagement, intent to stay, and turnover/retention for experienced (12 mentors) and newly hired (13 mentees) nurses within 3 health system hospital units. Results showed limited statistical significance for improving job satisfaction, burnout, and engagement. Qualitative participants' feedback indicated the program enhanced their goals, comfort level, and socialization through peer support. No unit participants left, compared with an 18.6% nonparticipant turnover rate.

In 2025, Patricia Yoder-Wise, EdD, RN, NEA-BC, FAAN, FAONL, received the American Organization for Nursing Leadership (AONL) prestigious Lifetime Achievement Award, honoring an AONL member recognized by the nursing community as a significant leader in the profession and who has served AONL in an important leadership capacity. She is dean and professor emerita at Texas Tech University Health Sciences Center in Lubbock, editor in chief of The Journal of Continuing Education in Nursing, and cofounder of The Nurses Legacy Institute. Yoder-Wise was named as 1 of 18 inaugural AONL fellows honored for their sustained contributions to the specialty of nursing leadership, commitment to service, and influence in shaping healthcare. Yoder-Wise spoke at a thought leader session at the AONL annual conference in April 2025. This column is based on her remarks.