Journal of Nursing Administration最新文献

The 2025 American Organization for Nursing Leadership (AONL) preconference session titled "Empowering Nurse Leaders in the Digital Revolution," hosted by the Leadership, Innovation, Technology, and Transformation (LITT) Committee, convened nurse leaders and interdisciplinary professionals to explore strategies for driving digital transformation in healthcare. This article highlights key takeaways from the session aligned with AONL's Digital Transformation Guiding Principles, including implementation strategies. The audience verified an urgent need for ethical, inclusive, and sustainable digital leadership across care environments.

To support the nursing workforce and improve patient outcomes, the Duke University Health System implemented a virtual RN (VRN) program and evaluated its impact on 3 nursing units across 3 hospitals. Initial results indicate that the VRN program helped reduce length of stay and associated resource utilization. However, it had limited effects on patient satisfaction and clinical outcomes, such as healthcare-associated infections, highlighting areas for further program optimization.

Nurses are uniquely positioned to translate scientific and public health insights into meaningful action across care, policy, and community settings. Grounded in compassion and human connection, their work bridges communication gaps between research, decision making, and everyday experience. Stories of meaningful recognition illustrate how nurses help shape more responsive and equitable systems, offering a powerful path toward trust and shared understanding in challenging times.

Now is an important time to focus on the critical role of the nurse executive in implementing and supporting professional governance, emphasizing the ownership/accountability for practice, quality, competence, and knowledge by the clinical nurse. This article addresses the gap in nurse executives' full understanding of nursing professional governance and outlines actionable strategies to foster successful collaboration, accountability, and alignment with the nursing profession's social mandate.

Most artificial intelligence (AI) in healthcare is developed to support existing workflows and administrative priorities, often without the perspective of nurses. What if nurses were at the helm of AI design? Informed by the perspectives of 27 senior nursing leaders, this article examines how nurse-led innovation can influence the design, adoption, and impact of emerging technologies in care delivery.

Objective: To explore RNs' perceptions of peer-to-peer feedback (PF), their comfort with giving/receiving PF, and its impact on autonomy/patient safety.

Background: PF promotes professional governance, self-regulation, empowerment, safety, and quality. Robust empirical evidence of effective PF processes is lacking.

Methods: A descriptive, correlational study with an online PF survey was used to measure RNs' perceptions of PF, and potential correlates with nursing autonomy, satisfaction, and patient safety/quality.

Results: Of 983 RNs, 588 (59.8%) reported that PF was a comfortable/positive experience and was viewed as valuable for identifying care issues and fostering growth. A strong correlation to work satisfaction was found among nurses who felt autonomous and engaged in PF concerning care quality.

Conclusions: Study outcomes confirm the predictive value of nurses' perceived comfort in giving/receiving PF to enhance autonomy, quality/safety, and satisfaction. Data support the need for organizational leaders to strengthen the structures and processes to support a robust peer feedback program.

In April 2024, the ANA Enterprise sponsored a "Re-imagining the Economic Value of Nursing" Summit to move the conversation forward on recognizing and leveraging the economic value of nursing within organizations across the US healthcare system. Invited participants engaged in a spirited dialogue about reconceptualizing nurses as critical assets in generating value within the production and financial dynamics of contemporary healthcare systems. This article summarizes the discussion and recommendations emerging from the summit.

Objective: To assess the psychometric properties of the new 10-item Innovation Culture Scale©.

Background: American healthcare is expensive with poor health outcomes as the norm. Nurses can disrupt this paradigm through innovation; however, innovation cannot flourish without a supportive organizational culture. There is a lack of scales to measure innovation culture within healthcare settings, thus supporting improvements in quality of care.

Methods: A Northeastern health system provided a convenience sample of 5658 nurses, physicians, and allied health professionals. Scale responses were obtained digitally. Item correlations, scree plot, and confirmatory factory analysis examined the scale's internal structure and assessed model fit.

Results: Two hundred sixteen participants completed the scale. Item correlations were positive and significant (P < 0.001). Scree plot confirmed a single factor structure. Several indices supported an acceptable model fit (comparative fit index = 0.935, Tucker-Lewis index = 0.916, standardized root mean square residual = 0.05), although root mean square error of approximation (0.119) was poor. Cronbach's α was 0.94.

Conclusion: The Innovation Culture Scale is a valid and reliable measure to assess innovation culture in healthcare settings.