This article explores the significance of ongoing nursing professional development in fostering a competent workforce and supporting career growth. It highlights challenges healthcare organizations face in prioritizing development programs and outlines a structured nursing career path that caters to nurses' professional and educational needs at various career stages. Readers will gain insights into strategies for enhancing job satisfaction and retention through well-designed career pathways.
Objective: The aim of this study was to test the feasibility of implementing a wellness intervention known as the Community Resiliency Model (CRM) training for nurse leaders. This pilot study also explores the effect of CRM on nurse leader well-being, resilience, and burnout levels in rural settings.
Background: Nurse leaders report lower levels of well-being than direct care nurses, yet interventions to improve well-being remain unexplored for nurse leaders in rural settings.
Methods: A pretest-posttest pilot intervention study design was used for this study, involving a 1-hour CRM training for rural nurse leaders.
Results: Implementation of CRM training faced numerous feasibility challenges, including recruitment and follow-up. Slight improvements in well-being and burnout scores were observed, although resilience scores were slightly worse at follow-up.
Conclusions: More robust recruitment and retention strategies are essential for successful implementation of CRM training. Despite feasibility issues, a significant proportion of participants would recommend CRM training to others, highlighting its perceived value. Future efforts should focus on not only broadening the reach of CRM training but also implementing systems to measure its long-term effects on participant outcomes and organizational performance.
Objective: This aim of this study was to understand the lived experiences of millennial-aged nurse leaders in acute care settings.
Background: As the largest generation in the nursing workforce, millennial-aged nurses are moving into nursing leadership roles as nurses of the baby boomer generation retire. The COVID-19 pandemic accelerated advancements in healthcare, but also heightened a fragile nursing profession, where nurses' resilience and nurse leaders' resilience were fully tested.
Methods: Van Manen's approach to phenomenology guided the interviews of 10 participants.
Results: Three key categories and their subcategories were identified: 1) professional development; 2) sense of belonging; and 3) growth as a leader.
Conclusion: This study underscores millennial nurse leaders' strong leadership inclinations, identifies key challenges, and emphasizes the need for tailored professional development, mentorship, and flexible policies to support their growth and retention.
Special interest groups (SIGs) have the potential to revolutionize organizational culture by boosting employee engagement, professional development, and a sense of belonging. This article explores the transformative impact of SIGs, particularly within nontraditional nursing roles, highlighting their impact on addressing critical workforce challenges such as declining engagement and high turnover rates. SIGs can create a more passionate, connected, and innovative workplace where employees are optimally motivated.
Objective: The purpose of this study was to assess nurses' perceptions of shared governance using the Index of Professional Nursing Governance version 3.0 (IPNG).
Background: A goal of creating shared governance awareness among frontline nurses is to empower them to assemble and create positive change in their practice.
Methods: This cross-sectional, descriptive, exploratory quantitative study design measured nurses' perceptions of shared governance on a continuum ranging from traditional to shared to self-governance in an academic medical center using the 50-item IPNG.
Results: Findings demonstrated a nascent shared governance structure with the lowest scoring items related to control over personnel. Active involvement in shared governance and education level impacted subscale scores (P < 0.05).
Conclusions: Findings from this study supported the accreditation of the organization by the Forum for Shared Governance.
This column highlights informal feedback and insights from 15 healthcare executives who recently retired. With large numbers of impending retirements among nurse leaders in the coming years, the author is reporting these "lessons learned" to support smooth transitions and preparations in planning for retirement.
The Magnet Recognition Program® values its long history as a nurse recognition program. However, Magnet® recognition is also an organizational credential that values nursing's critical reliance on a culture that supports all members of the healthcare team. Only through strong interprofessional collaboration and engagement within the healthcare team will patients receive an optimal level of care.
Objective: This study investigated the association of Pathway to Excellence® (Pathway) status with patient satisfaction.
Background: The Pathway program recognizes hospitals committed to fostering optimal practice environments, yet research on its impact on patient satisfaction is limited.
Methods: This cross-sectional study linked 3 datasets: the Hospital Consumer Assessment of Healthcare Providers and Systems, the American Nurses Credentialing Center® Pathway and Magnet® organizations, and the American Hospital Association Annual Survey. The primary analysis included 2721 non-Magnet hospitals (2588 without Pathway status, 133 with Pathway status). The secondary analysis included 606 hospitals (473 Magnet, 133 Pathway). Outcomes included hospital rating and willingness to recommend the hospital. Propensity score-weighted simple linear regression estimated outcome differences.
Results: Compared with hospitals without Pathway or Magnet status, Pathway hospitals had significantly higher patient ratings and recommendations. No significant differences were found between Pathway and Magnet hospitals for either patient satisfaction outcome.
Conclusions: Pathway designation and thus the journey to achieve this designation may be an effective strategy for improving patient satisfaction.
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.
Objective: This study investigated the association of Pathway to Excellence® (Pathway) status with patient satisfaction.
Background: The Pathway program recognizes hospitals committed to fostering optimal practice environments, yet research on its impact on patient satisfaction is limited.
Methods: This cross-sectional study linked 3 datasets: the Hospital Consumer Assessment of Healthcare Providers and Systems, the American Nurses Credentialing Center® Pathway and Magnet® organizations, and the American Hospital Association Annual Survey. The primary analysis included 2721 non-Magnet hospitals (2588 without Pathway status, 133 with Pathway status). The secondary analysis included 606 hospitals (473 Magnet, 133 Pathway). Outcomes included hospital rating and willingness to recommend the hospital. Propensity score-weighted simple linear regression estimated outcome differences.
Results: Compared with hospitals without Pathway or Magnet status, Pathway hospitals had significantly higher patient ratings and recommendations. No significant differences were found between Pathway and Magnet hospitals for either patient satisfaction outcome.
Conclusions: Pathway designation and thus the journey to achieve this designation may be an effective strategy for improving patient satisfaction.
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