Journal of Nursing Administration最新文献

This article explores the findings of 2 think tanks hosted by the American Organization for Nursing Leadership Foundation for Nursing Leadership Research and Education. Each think tank, one discussing hospital-at-home care and the other covering virtual nursing, produced an executive summary and a next step item, which are outlined in this overview.

Every nurse leader knows there are challenges that face us as we lead in complex organizations. This column will focus on the sage advice and insights of 5 nurse leaders, who have chosen to share an authentic legacy of lessons learned, successes, challenges, and their reflections on leadership through the creation of a book about organizationally minded nurse leaders. Catherine Gilliss, Bobbie Berkowitz, Jean Johnson, Paula Milone-Nuzzo, and Pat Reid Ponte have worked together to write a book titled Organizationally Minded Nursing Leadership.

Objective: This project aims to identify the prevalence of acute care nurse leader turnover intention and the contributing factors.

Background: Previous research has identified that nurse leaders often quit around 1 year after stepping into a leadership position. More in-depth investigations of the phenomenon are needed.

Methods: The 2018 National Sample Survey of Registered Nurses data were used in this quantitative, cross-sectional study. The sample of nurse leaders was drawn from survey participants. Characteristics of interest in this study were listed in the survey questionnaire and divided into 5 categories: education, primary nursing employment, race, marital status, and age.

Results: A total of 50 273 participants completed the survey. The final sample size of nurse leaders was 1310 based on the eligibility criteria. The characteristics of the nurse leaders with turnover intention were reported in the 5 previously identified categories. Age, federally assisted student loans, and hours worked in a typical week predicted turnover intention. Low dissatisfaction and ability to practice to the full extent of knowledge, education, and training were strongly associated with nurse leader turnover intention.

Conclusions: The study findings contribute to a more in-depth discovery of the causes of nurse leader turnover and future interventional research.

Objective: To evaluate the perception of professionalism by nurses and identify factors that affect the evaluation of professionalism.

Background: Professionalism is conceptualized as the set of beliefs related to the autonomy of the profession. Lack of professional respect, a disruptive work environment, and suppression of progressivism in the profession are identified as factors that lead to leaving the profession.

Methods: The study was carried out according to the CHEERIES (Checklist for Reporting Results of Internet E-Surveys) checklist and included 250 RNs. The Nurses' Professionalism Inventory (NPI) was used.

Results: The mean composite score of the NPI indicates a positive reflection of the professionalism of the nurse. Nurse education and job position were the most significant factors that affected perception of professionalism (P < 0.05).

Conclusions: The results show the need to examine the issue of professionalism in nursing to a greater extent and implement the findings of research on innovations at all levels of nursing education.

The Magnet Recognition Program® provides an international criterion standard around which organizations can challenge themselves to become innovative models of care. Through the Magnet® components of transformational leadership, structural empowerment, exemplary professional practice, knowledge and innovation, and empirical quality results, healthcare organizations are leaders and exemplars in addressing the global issues that impact the nursing and healthcare professional fields. Through education and training, the DNP-prepared nurse has the potential to be at the forefront of these initiatives.

Objective: The purpose of this study was to determine medical-surgical nurse leaders' evidence-based practice (EBP) attributes, perceived barriers to EBP, and whether there were differences in leaders' EBP competencies and EBP implementation by demographic and organizational factors.

Background: Leaders are crucial to the development of cultures that support EBP implementation, but little is known about medical-surgical nurse leaders' capacity to perform this aspect of their role.

Methods: A cross-sectional design using survey methodology was used. The survey contained demographic/work setting questions and 3 instruments to measure EBP beliefs, implementation, and competencies.

Results: Senior leaders self-reported higher EBP attributes compared with nurses in other roles; nurses with an MSN or higher reported greater frequency of EBP implementation. A regression revealed that EBP competencies, EBP beliefs, having a DNP degree, and working in an Academy of Medical-Surgical Nurses Premier Recognition In the Specialty of Med-surg unit or a Pathway to Excellence® organization had significant, positive effects on EBP implementation scores ( R2 = 0.37).

Conclusions: Findings demonstrate there is a range of EBP beliefs and competencies, and barriers to EBP among medical-surgical nurse leaders. Because medical-surgical nursing is the largest acute care practice specialty in the United States and many other countries, leaders fully integrating EBP into their practice would be a substantial contribution to advancing EBP in healthcare.

Diversity, equity, inclusion, and belonging (DEIB) are essential in building effective healthcare teams to provide quality patient care. Striving to achieve a DEIB culture in the healthcare setting presents challenges and opportunities, and using a framework facilitates this important work. This article details how 2 Pathway to Excellence® (Pathway) designated organizations used the Pathway framework foundations around leadership, shared decision-making, professional development, safety, quality, and well-being to build and support their DEIB structures.

This month's column highlights the importance of established health system academic partnerships in strengthening the advanced practice RN workforce.