Nursing leadership (Toronto, Ont.)最新文献

A research fellowship geared toward registered practical nurses was designed to support the nurse's knowledge development in practice-based research. In this paper, we describe a six-month fellowship experience, which comprised research education, application and mentorship. Through the implementation of the research fellowship, we identified six components necessary for success, which include program infrastructure, application of training and leadership development. The research fellowship framework can support nurse leaders in the professional development of their nursing staff through building research capacity. Our fellowship description can also help guide the implementation of similar initiatives at other acute care sites.

Although culturally appropriate care is vital to quality of care, many barriers exist to implementing culturally appropriate care in practice. Nurse leaders are in a position where they can act toward addressing some of the barriers and engage nursing staff in strategies to promote the implementation of culturally appropriate care practices on a unit. This article is an opinion piece wherein the authors illustrate leadership strategies that advocate for and nurture a practice where nursing staff are supported to apply their culturally appropriate skills in practice.

Established in 1908, the Canadian Nurses Association (CNA) has evolved through and survived many times of triumph and tumult over the decades (CNA 2024a). But few times have found CNA in a tougher position than it is in today as we juggle the need to provide strong and effective advocacy, stewardship of the profession, a wide range of member services and a constant effort to attract voluntary members. Sustaining CNA as the national and global voice of professional nursing in Canada needs decisive support from the nurses of Canada. In this commentary, the current and past chief executive officers reflect on CNA's legacy of success and call on nurse leaders to rally support for an exciting and effective national professional association.

The clinical externship program for nursing students was developed and implemented during the COVID-19 pandemic at a multi-site healthcare organization. The program aimed to address the critical shortage of health human resources by hiring qualifying undergraduate nursing and diploma program practical nursing students as unregulated care providers to meet staffing needs. The program incorporated a structured orientation, providing a mix of e-learning modules, in-person learning and shifts with an assigned preceptor. The program also included guidelines to define roles and responsibilities, ensuring safe integration of externs into the healthcare setting. A qualitative study design was employed using semi-structured interviews to explore the perceptions and experiences of the clinical externs (CEs), the extern mentor coordinators and the unit managers involved in the program. Five major themes emerged from the study, including the importance of orientation and the need for increased role clarity. The findings underscore the value of this opportunity both for nursing students as CEs and the broader healthcare system. This study provides valuable insights for nurse leaders aiming to develop or expand clinical externship programs, highlighting their potential to address health human resource challenges and enhance the preparedness and integration of nursing students into the healthcare workforce.

Leigh Chapman was appointed as Canada's chief nursing officer in August 2022. One of her main priorities was to engage with nurses from across Canada. She heard from nurses about the complexity and the multi-faceted nature of health workforce challenges requiring innovative, comprehensive mitigation strategies. Information garnered from her engagement prompted the development of the "Nursing Retention Toolkit: Improving the Working Lives of Nurses in Canada" (Government of Canada 2024), which provides a framework that can be utilized by employers and organizations to enhance the working conditions of nurses. Canadian nurse leaders play a critical role in the implementation of the toolkit.

As the cracks in our stretched and overburdened healthcare system continue to widen, the downstream pressures on nurses, nurse practitioners (NPs) and other healthcare providers continue to rise. It is stressful and painful for nurses to witness how the weaknesses in our system impact the lives of patients, families and communities. Nurses are there amid the anger, uncertainty, weariness and fear - providing care around the clock. We know that the working conditions are challenging, to say the least, and the needs of the population are growing at the same time that the workforce is shrinking. The picture I am painting is one that is all too familiar - one that we hear about daily.

Emerging from a pandemic only to enter a nursing shortage has placed a strain on the health human resources of the healthcare system. Little attention has been given to nurse practitioners' (NPs') burnout, resilience and job satisfaction. In this quantitative cross-sectional study using the Maslach Burnout Inventory, Misener NP Job Satisfaction Scale and the Connor-Davidson Resilience Scale, an alarming level (80.9%) of NPs reported high to moderate levels of burnout (emotional exhaustion), on average, minimal job satisfaction and high levels of resilience. Hospital leaders play a major role in NP role optimization, NP recruitment and retention and quality of work-life issues.

There is growing recognition of the critical role nursing leadership plays in healthcare. Integrating strengths-based approaches into nursing education enables positive learning settings and empowers nurses as leaders who foster healing and well-being for patients and their families. This paper describes an effort to integrate Strengths-Based Nursing and Healthcare (SBNH) and Strengths-Based Nursing and Healthcare Leadership (SBNH-L) into the development, implementation and evaluation of a postgraduate pediatric nursing program in Ghana. In the evaluation of the program in Ghana, three themes emerged related to strengths-based nursing: transformation of teaching and learning, impact on relationships with colleagues and impact on relationships with patients.

We are excited to share the promise and innovation of Strengths-Based Nursing and Healthcare (SBNH) Leadership (SBNH-L). As a mindset, SBNH-L is more than a management philosophy. It is an intentional and purposeful value-driven approach that puts humans at the forefront and helps leaders honour, mobilize and cultivate the strengths that reside in individuals and teams. SBNH leaders focus on people, systems and solutions, cultivating relationships and being transformative in the service of others and the system at large. An SBNH leader is one who leans into change with an open mindset, who thinks about the ecosystems we are in and who acts to make a positive difference and address challenges across the healthcare sector as we emerge from the pandemic period. What we need right now is authentic leadership to foster positive change, influence work environments and support much-needed recovery and healing. In short, this issue of the Canadian Journal of Nursing Leadership has arrived at the right time. You will find articles that offer valuable exemplars of how SBNH-L has guided advancements in nursing administration and leadership, practice, teaching and research.

The global social upheaval caused by the COVID-19 pandemic coincided with the peak of the last wave of the baby boom generation moving into their sixties, quickly wreaking havoc among workforces and economies around the world. Canada's health system was no exception, and as demands for care far exceeded the capacity to deliver it, chaos, a frenetic pace and fear permeated every corner of healthcare within weeks.