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| 022 ## - INTERNATIONAL STANDARD SERIAL NUMBER |
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| International Standard Serial Number |
1541-4612 |
| 245 #0 - TITLE STATEMENT |
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| Title |
Nurse Leader |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
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| Place of publication, distribution, etc. |
New York : |
| Name of publisher, distributor, etc. |
Elsevier, |
| Date of publication, distribution, etc. |
2019 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
378-468 pages : |
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illustrations (some color) ; |
| Dimensions |
27 cm. |
| 490 ## - SERIES STATEMENT |
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| Volume/sequential designation |
Nurse Leader, Volume 17, Issue 5, October 2019 |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
Includes bibliographical references. |
| 505 ## - FORMATTED CONTENTS NOTE |
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| Formatted contents note |
385 Leader to watch -- e15 Snapshot -- 389 Leader to watch -- e17 Snapshot -- 399 The Robert Wood Johnson Foundation and AARP Story : How our Partnership Advanced the Future of Nursing -- 404 An Executive Leadership Journey -- 407 A Family Full of nurses: Familial influences Encourage Over 20 to Opt for a nursing career -- 412 AONL Collaborations -- 415 AARP: Partnering to Serve People as They Age. |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
[Article: The Nurse Manager as Linchpin / Rose O. Sherman, p. 378-379] Abstract : By definition, linchpins are people who are indispensable in their work and essential building blocks of their organizations. 1 They have the potential to make a big difference in the success of any organizational effort. Without the linchpin, things can quickly fall apart. All the current evidence points to the reality that frontline nurse managers are vital to organizational success in achieving healthy work environments, retaining staff, and improving patient outcomes. What they do at the frontline of care to drive practice and environment changes matters far more than what happens in the C-suite.;[Article: Interview With Bonnie Barnes, FAAN / Roxane Spitzer, p. 380-381] Abstract: Bonnie Barnes, FAAN, is the cofounder and chief executive officer of The DAISY Foundation.;[Article: The Alphabet Soup of Certifications and Credentials: Part 2 / Beth A. Brooks, p. 382-383] Abstract: Last month, I defined certification and certificates, suggested organizational and personal reasons for becoming nationally board certified, and offered strategies to prepare for certifying exams. Part 2 provides greater detail on how to list board certification credentials on business cards, conference programs, author bylines, resumes, curricula vitae (CVs), and in e-mail signatures. Based on the number of nursing credential listings I read that are wrong, there is clearly confusion about how to appropriately list one's education, licensure, and board certification credentials. Other professionals continue to experience the same level of confusion, so it is important to have a standard for how credentials are listed so other parties (e.g., consumers and payers) understand the significance and value of credentials. Thankfully, the American Nurses Credentialing Center provides a "how-to" guide that answers questions about listing credentials, but for some reason, nurses are either not unaware of this excellent resource or, even after reading the guide, remain confused about how to list their credentials. So below, I review the how-to and provide additional examples, followed then by additional suggestions about what to do when one has multiple national board certificated credentials.;[Article: Calling the Circle / Linda Burnes Bolton, p. 384] Abstract: We are pleased to feature great nurses in this edition of Nurse Leader. It is an honor to serve in a leadership role, and every nurse can lead at different stages in their careers. Nurse leaders are committed to Calling the Circle, the ancient art of engagement of diverse voices to address issues effecting the public. In her first book, Calling the Circle: The First and Future Culture, Christina Baldwin describes the lessons learned from being in circle. Calling the Circle is about peers learning from each other. We are pleased to share the individual and organizational stories of leaders that have Called the Circle in nursing. We learn how leaders in this edition are engaging individuals and organizations from diverse backgrounds in their quest to improve health and health care for our nation.;[Article: Gregory A. Adams, MHA / Linda Burnes Bolton, p. 385-388] Abstract: Gregory A. Adams is executive vice president and group president for Kaiser Permanente, reporting to the chairman and CEO. He has direct responsibility for all 8 Kaiser Permanente Regions, serving more than 12.3 million members and operating 39 hospitals and 701 medical office facilities. In addition to his group president responsibilities, he serves on the organization's national executive team and executive committee. Adams started his career with Kaiser Permanente in 1999 and has held a number of executive leadership positions within the organization, including president of the Northern California Region. Prior to joining Kaiser Permanente, Adams held several executive roles in the health care industry, providing strategic and operational leadership for hospitals, health systems, and medical groups throughout the country.;[Article: Linda Knodel, MHA, MSN, FACHE, FAAN / Linda Burnes Bolton, p. 389-393] Abstract : Linda Knodel is chief nurse executive and senior vice president of national patient care services for Kaiser Permanente, where she leads nearly 63,000 nurses. Knodel reports to Gregory A. Adams, executive vice president and group president. Prior to joining Kaiser Permanente in 2017, Knodel served as senior vice president and chief nursing officer for Mercy Health System, a large Catholic health care system serving residents in Arkansas, Kansas, Missouri, and Oklahoma. Knodel has decades of experience and expertise in leadership across inpatient, ambulatory, and continuum-of-care settings. She is a past president of the American Organization for Nursing Leadership (AONL), and was the 2016 recipient of the American College of Healthcare Executives Gold Medal Award, which recognizes leaders who have made significant contributions to the health care profession.;[Article: Changing Culture to Drive Nurse Engagement and Superior Patient Experience / Brandon "Kit" Bredimus, p. 395-398] Abstract: Nurse engagement and patient experience scores are 2 essential measures for nurse leaders to understand and support. Nurse leaders can have a direct effect on staff engagement, which can then have a positive or negative impact on patient outcomes. An engaged and inspired nursing staff has been shown to create better patient outcomes and higher perceptions of care. Although multiple factors constitute nurse engagement, fostering a sense of purpose driven by personal values plays a significant role. Nurse leaders can help drive engagement through the integration of values-based leadership and connection with the mission and vision of the organization.;[Article: The Robert Wood Johnson Foundation and AARP Story: How Our Partnership Advanced the Future of Nursing / Susan B. Hassmiller and Susan Reinhard, p. 399-403] Abstract: The Robert Wood Johnson Foundation's (RWJF's) and AARP's partnership to create the Center to Champion Nursing in America (CCNA) was crucial to advancing the Future of Nursing: Leading Change, Advancing Health report recommendations. By housing CCNA at a major consumer organization (AARP), RWJF brought prominent attention to issues that are critical to consumers and the nursing profession. This article describes the partnership and the essential involvement of nursing organizations and their outside partners to strengthen nursing education, enable all nurses to practice to the full extent of their education and training, promote nursing leadership, and expand workforce diversity.;[Article: An Executive Leadership Journey / Karen Cox, p. 404-406] Abstract: Leadership journeys are rarely exactly how you planned and envisioned them. The 1 constant thread, however, is relationship building. Leaders, in fact, are only as good as their relationships, no matter a person's title, stage in life, or moment in time. Within these relationships, it is key to understand the importance of timing and how best to get buy-in. Throughout the lifetime of a leadership career, it is critical to hold your mission close. It might not make decisions easier but will make them clearer. At the end of the day, all you truly have is your integrity. Keep it close.;[Article: A Family Full of Nurses: Familial Influences Encourage Over 20 to Opt for a Nursing Career / Warren P. Hebert, p. 407-411] Abstract: The objective of this paper is to tell the story of 1 family with more than 20 registered nurses, and to discuss factors that impacted 33% of 1 nurse's nieces, nephews, and great-nieces and nephews to choose a career in nursing. This paper explores the familial influence on career choices, connectedness, stories, and significant life events.;[Article: AONL Collaborations / Mary Beth Kingston and Jo Ann K. Webb, p. 412-414] Abstract: The American Organization for Nursing Leadership (AONL) collaborates and partners with other organizations that share its vision of advancing health. These relationships take many forms from ongoing relationships addressing current and future issues to collaboration around a single issue. This article details a number of AONL's strategic partnerships. ;[Article: AARP: Partnering to Serve People as They Age / Jo Ann Jenkins and Catherine Alicia Georges, p. |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
415-419] Abstract: As the world's largest nonprofit, nonpartisan membership organization dedicated to social change and helping people live better as they age, AARP collaborates and partners with other organizations to achieve its purpose. This article describes how AARP uses partnerships to bring prominent attention to the issues that are critical to consumers and the nursing profession in 2 areas: brain health and caregiving. By describing AARP's work with numerous organizations in each of these areas, the article demonstrates how partnering with the right organizations is an effective strategy for bringing about social change and improving the lives of people as they age.;[Article: Nurse Leaders at Night: Preparing Administrative Supervisors and Understanding the Role / Susan H. Weaver, Amanda J. Hessels, Mani Paliwal, Jocelyn Marx, Katherine Hoffman and Theresa A. Wurmser, p. 420-426] Abstract: Emerging research identified key role responsibilities of administrative supervisors, nurse leaders who work evening, night, and weekend shifts, and that role specific education is lacking. The purpose of this study was to conduct an education program for administrative supervisors and describe attendees' leadership style and job satisfaction. Administrative supervisors (n = 56) rated themselves highest in transformational leadership, even though 32% had no formal leadership training. For supervisors who worked at ANCC Magnet® hospitals (n = 33), there was a significant relationship between transformational leadership and job satisfaction. As each moment of care is of paramount importance, it is essential to support administrative supervisors with education programs to enhance outcomes.;[Article: A Standard Process for Assessing Unit Concerns / Susan Rees, Tracey Abitz, Beth Houlahan and Coy Jason Brent, p. 427-431] Abstract: Nursing leaders must listen to frontline staff and investigate concerns they have. A tool was developed to complete a unit assessment when complaints arise.;[Article: Transformational Leadership in Nursing: Aspiring Leaders Development Program for Indian American Nurses / Nancy Dias, Nitha Mathew Joseph and Jackie Michael, p. 432-439] Abstract: Despite the diversity in the healthcare setting, Indian nurses are underrepresented in leadership positions. Several hospital systems have formal leadership programs to train nurses to be effective leaders. However, few programs prepare minority nurses for leadership roles. This article discusses the development and implementation of a leadership program for Indian nurses by the National Association of Indian Nurses of America. The curriculum was based on the transformational leadership principles. The post-test analysis showed an improvement in the overall scores of the Leadership Practice Inventory. An increase in the representation of minority nurses in leadership positions can positively influence healthcare disparities.;[Article: The Impact of Daily Executive Rounding on Patient Satisfaction Scores / Melissa Kline and Molly McNett, p. 440-444] Abstract: The purpose of this study was to evaluate impact of interdisciplinary executive rounding on Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) ratings. Interdisciplinary executive rounding is described in the literature yet has not been widely examined for effectiveness on patient outcomes. Integration of an electronic rounding application tool was used, and a unique database developed. Analyses were performed on the dataset to determine the impact of executive rounding on HCAHPS ratings. Mean scores for 8 HCAHPS items increased among the cohort that received executive rounding. Findings indicate interdisciplinary executive rounding is one tool for improving patient experience, yet does not significantly impact scores alone. To read this article in full you will need to make;[Article: The Executive Nurse Leader in Service Line Management: An Experience of a Hospital Health System / Ashley Iannazzo, Holly Lorenz and Maribeth McLaughlin, p. 445-450] Abstract: Complex health care delivery systems are often organized around the management of specific patient populations or service lines across ambulatory and inpatient settings and the executive nurse leader is the most suitable clinical professional to provide visionary leadership in a dyad with a senior physician for a service line. This article describes the unique experience of a system hospital and the successes of the executive nurse leader as the co-lead in service line management.;[Article: Using the QSEN Competencies to Enhance Leadership in a Nurse Practitioner Residency Program / Megan Boris, Catherine Hoover, Anne Rusterholtz, Matthew Sparks, Mamta Singh and Mary Dolansky, p. 451-456] Abstract: Leadership to improve quality and safety is a core component of care delivery. The article presents a crosswalk of the core competencies of the VA Centers of Excellence in Primary Care Education nurse practitioner residency programs with the Quality and Safety Education for Nurses competencies for graduate education to identify areas to enhance leadership in quality and safety in the curriculum.;[Article: The First Female Hispanic General Officer in the United States Air Force Was a Nurse: Brigadier General Carmelita Vigil Schimmenti / Victoria Hughes and Tamryn Gray, p. 457-460] Abstract: This nurse leader profile describes some of the achievements by Brigadier General Carmelita Vigil Schimmenti, the Ninth Nurse Corps Chief of the United States Air Force and first Hispanic Air Force general officer. General Schimmenti describes her leadership within cultural, social, and professional nursing contexts.;[Article: Rethinking Resilience / Lesly A. Kelly, Perry M. Gee, Marla J. Weston and Heather A. Ryan, p. 461-464] Abstract: Resilience plays an important role in preventing and mitigating burnout, which has resulted in the promotion of resilience to nurses in organizations, unintentionally sending the message that nurses must carry the responsibility of overcoming adversity in their work environment. The goal of this article is to comprehensively describe the differences between personal resilience and resilience needed in the work environment, including how nurse leaders can approach resilience-building strategies within their organization.;[Article: Reflection: A Powerful Leadership Tool / Angela S. Prestia, p. 465-467] Abstract: Reflection is an important skill in the nurse executive's toolbox. It is integral to self-care, learning theory, and professional growth-all important aspects of sustaining cultures of care and fostering resiliency.;[Article: Erratum to "Investing in the Front Line: Preparing the Best Nursing Leaders for the Next Generation" [Nurse Leader 17 (2019) 331-334] / Sammie Mosier,Bryan Sisk, Peter Lindquist, Laura Grams, Diane Rudd and Jane Englebright, p. 468] Abstract: The above article contains an error. Dr. Jane Englebright is the Senior Vice President and Chief Nurse Executive at Clinical Services Group, HCA Healthcare, in Nashville, Tennessee. The online version of the article has been corrected. The publisher apologizes for the error. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
NURSING |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Library of Congress Classification |
| Koha item type |
Serials |
