Nurse Leader

Includes bibliographical references.

[Article Title: Response to "The Role of the Nurse Leader in Battling Human Trafficking in Rural Hospitals in Texas" / Rachell A. Ekroos, p. 274-275] Abstract: Being an expert on the health care and multidisciplinary responses to human trafficking coupled with presenting on this topic as a recent visiting scholar in Texas, it was with great interest that I read "The Role of the Nurse Leader in Battling Human Trafficking in Rural Hospitals in Texas." 1 The timeliness of this article could not have been better, as it further supports the tenets of the visiting scholar dialogues and presentations. Thank you for the opportunity to express my sincere appreciation of the authors for addressing human trafficking from a nurse leadership perspective. As highlighted in their overview of an extremely complex phenomenon, human trafficking occurs in all communities, including those often described as rural and frontier. In support of the authors' call to action in responding to human trafficking in rural areas, I would like to take a moment to briefly highlight a few cautionary considerations and encourage additional dialogue on this very important subject.;[Article Title: A New Generation of Nurse Leaders / Rose O. Sherman, p. 276-277] Abstract: This issue includes interviews with 4 new executive leaders of some of nursing's key professional organizations and the military. These leadership shifts are not surprising as 10,000 baby boomers retire each day, including many seasoned nurse executives. The baton is being passed from one generation of nursing leaders to another. This change was evident at this year's AONL meeting where 40% of attendees were attending for the first time; many are just beginning their nursing leadership careers.;[Article Title: Interview With Debra Albert, MSN, MBA, RN, NEA-BC / Roxane Spitzer, p. 278-279] Abstract: Debra Albert, MSN, MBA, RN, NEA-BC, is senior vice president and CNO at the University of Chicago Medical Center.;[Article Title: The Alphabet Soup of Certifications and Credentials: Part 1 / Beth A. Brooks, p. 280-282] Abstract: A long-standing and ongoing source of confusion for nurses relates to the issue of certification-the types of certifications, their number and value; the differences in clinical specialty and leadership board certifications; certifications versus certificates; and the multitude of certifying organizations and certifying exams. Questions I always hear from nurses are what is the best way to prepare for the board exam, and are the time and money spent really worth the investment. Employer remuneration and reimbursement policies continue to differ widely in areas such as promotions on a clinical ladder, 1-time certification bonus, base salary increase, paid time off to take the exam or attend a review course, and reimbursement (separate from tuition reimbursement) for exam and review course fees, study materials, required continuing education, and professional association membership dues.;[Article Title: Loressa Cole, DNP, MBA, RN, NEA-BC, FACHE / Amy E. Trueblood, p. 283-286] Abstract: Loressa Cole was drawn to the caring aspect of nursing and the awesome responsibility that comes with being in a caring and serving profession. Dr Cole further recognized how intelligent the nurses were and how critical nursing care was to the overall experience her mother had during this time. The nurses were the caregivers spending the most time with her mother, and their ability to respond to her physical and emotional needs is what inspired Dr Cole to pursue nursing as a career.;[Article Title: Elizabeth Madigan, PhD, RN, FAAN / Amy E. Trueblood, p. 287-291] Abstract: Elizabeth Madigan has served in many operational staff and leadership roles, and also had a career in academia at Case Western Reserve University. It was there that she gained experiences with grant funding, research, and global health nursing. Dr Madigan also has served on 2 boards of directors and further expanded her interests in looking at a greater picture of work and building relationships with people across the world.;[Article Title: Dorothy Hogg, MSN, MPA / Joyce Batcheller, p. 292-294] Abstract: Nursing in the military has evolved a great deal during my tenure. I was always seen as someone who could handle bigger scopes of responsibilities and organizational challenges including a squadron and group commander roles. This required me to think greater than nursing. You do not need to be a content expert-it really is about leadership. My nursing background was incredibly important, but I think a broadened perspective is needed by nursing leaders in the civilian world. In the military, physicians had been the only profession that was allowed to command more complex health care facilities such as inpatient facilities. Five years ago, the Air Force Medical Service changed this by opening up group command opportunities to all professions. This allowed the best leader to be selected across the entire Medical Service versus 1 profession.;[Article Title: Suzanne Miyamoto, PhD, RN, FAAN / Joyce Batcheller, p. 295-298] Abstract: "These experiences and the policy course in my master's program are where it "clicked" for me. I knew that I wanted to become involved in policy development. I had the opportunity to hear a lecture from a policy professional who had worked in the Clinton Administration, in the Senate, and lobbied. After her lecture, I immediately introduced myself and expressed my interest to learn more. This casual conversation launched my career's trajectory. Through that single interaction she mentored me and helped me secure an internship in my Congressman's office. My experience was different than the traditional intern since I had finished my master's and had work experience. The staffers in the office provided me with a wealth of opportunities. On my third day, they assigned me to write a floor statement for the Congressman on small business health insurance plans. My parents owned a small business and I was a nurse, so the connection was clear in their eyes. With their assistance to polish the statement, I was able to hear the Congressman read the words I had written later that day on the floor of the House. I still have a copy of the Congressional Record where it was published." ;[Article Title: Call to Action: Implementing Nurse Workplace Environment and Staffing Councils in New Jersey Hospitals / Judith T. Caruso, Rita Smith, Patricia Steingall, Susan Cholewka, and Kathleen K. Borenstein, p. 299-302] Abstract: The literature supports that a healthy work environment for nurses improves employee engagement and satisfaction as well as better patient outcomes. A 2018 survey of acute care and critical care nurses by the American Association of Critical-Care Nurses (AACN)-the fourth in a series-provided evidence that implementing the AACN Healthy Work Environment standards made a positive difference in nurse and patient outcomes.1 The recent Nurse Leader article "Nurse Workforce Environment Staffing Councils: An Innovative Approach"2 described the 2017 to 2018 pilot work in 9 New Jersey hospitals, relating how staffing councils empower nurses to make recommendations and participate in decisions to drive policy at an organizational level-and potentially across the continuum. This article explains the process and implementation of the call to action to roll out these councils throughout health care organizations in New Jersey. ;[Article Title: Optimizing Transitional Support for Novice Nurse Practitioners / Karen Robeano, Debbie Delong, and Heather A. Taylor, p. 303-307] Abstract: Navigating the unique challenges associated with the role transition from experienced nurse to novice nurse practitioner requires engagement from all levels within the health system. This article describes a new onboarding process supporting the nurse transitioning into advanced practice. Beginning with recruitment and continuing throughout the first year of practice, the process is designed to facilitate ease of assimilation into this new role.;[Article Title: Happiness: The Highest Form of Health / Krystal Hanrahan and Katie Gonzalez, p. 308-314] Abstract: Engagement results at an urban hospital revealed nurses were challenged by stress. To create a happiness culture, nurse leaders participated in a book club based on The Happiness Advantage.

Activities were designed to promote optimism, foster social support, and provide stress management ideas. A resilience toolkit was provided to teams. Subsequent engagement results showed managers scored above the national benchmark in managing stress (3.59 versus 3.48); 65% of nursing units improved. Nurse friendliness scores increased (83.4% versus 86.6%) as did likelihood to recommend scores (82.6% versus 86%). Improving personal well-being is the first step in creating a culture of happiness.;[Article Title: A Journey to Mission Experience: Measuring Mission Through the Eyes of the Patient / Amy E. Trueblood and Andrea C. Bonk, p. 315-320] Abstract: The mission of an organization details who an organization is and how they strive to serve. How often do organizations measure the impact of their mission through the eyes of those they serve? OSF HealthCare was focused on understanding what efforts would be most meaningful to fulfill their mission through the eyes their patients. OSF aligned its patient experience division within mission services and journeyed to understand how patients were experiencing the mission, whether or not this made an impact on overall experience, and used the patients' voice to understand listening to be critically important to experience.;[Article Title: Using a Dyad Model for Mentoring: The Role of the CNO in Growing the Next Generation of Executive Nurse Leaders / Laura F. Sittler and Jerry R. Criswell, p. 321-324] Abstract: CNOs are bombarded with daily routines of hospital operations and competing priorities, which result in the lack of time to immerse in succession planning. To change the cycle of grooming leaders as an afterthought, this CNO utilized a Dyad Model for mentoring. A tenured department director was frustrated at the lack of growth opportunities that existed and was excited to be a part of this new methodology. This is their journey of a true partnership built on intentional succession planning. Results are this CNO finding joy in working with prospective emerging leaders to mentor them to achieve executive nursing practice. Coming into a new organization as chief nurse executive is an opportune time to assess and plan the most necessary approach to optimizing the nursing services' functions. An important role of a tenured chief nursing officer (CNO) is succession planning at all levels. For this article, the Dyad Model for mentoring will be defined as the mentor-mentee relationship between the CNO role and the associate CNO (ACNO) role to groom the next generation of executive leader. The Dyad Model for mentoring is intentionally meant to focus the tenured CNO in the coach and mentor roles so that there is a succession plan to build an adequate pipeline of future nurse executive leaders, specifically to interest the younger generations of nurses into the role of chief nursing officer. Sanford and Moore1 describe the much-needed dyad partnership between the CNO and chief medical officer, writing that dyad leadership is essential to building true partnerships, as well as being an approach that is sorely lacking; therefore, they've explored how the nurse leader and physician leader can truly transform health care as a dyad team. What's not prevalent in the literature is the role of the chief nurse executive in a dyad-style model that leads to mentoring and succession planning; rather, the descriptions in the literature on dyad partnerships are based on nursing and medicine working collaboratively in leading change, enhancing bidirectional communication, and leveling the professional relationship to work as partners and enhance the diversity of the role each holds.1 In author Christopher Johns' narrative2 on his approach to transforming his own nursing career, he states that servant leadership was the path that he felt best prepared him to contribute back to the profession. As an experienced CNO, this CNO author (L.S.), too, was thinking about how best to contribute back to the nursing profession and how she could use a dyad-style of partnering to identify prospective "rising" stars to interest them in the role of CNO as a career choice. Using the thoughts of both servant leadership and dyad partnering, this is where the Dyad Model of mentoring planning really began to take shape, with the desire to create a meaningful journey to foster an individual so he would be ready for a CNO role. In our facility, this individual had expressed an interest or career goal in becoming a chief nursing officer; now was the time to enact this concept of dyad-model learning. The first step was for this department director to be promoted into a newly created role of associate chief nursing officer. The plan was to spend the next 2 years training and mentoring with the intent to position this leader to seek a career as a CNO.;[Article Title: Advancing the Practice of Patient- and Family-Centered Care: The Central Role of Nursing Leadership / Susan M. Grant and Beverley H. Johnson, p. 325-330] Abstract: National focus on increasing patient and family engagement in care to improve outcomes continues to intensify as health systems shift to care models that support population health. However, health systems struggle to understand exactly how to effectively engage patients and their families in care. This article focuses on strategies implemented by 4 health systems in different regions of the country to improve patient and family engagement and nursing leadership's pivotal role in advancing the practice of patient- and family-centered care.;[Article Title: Loressa Cole, DNP, MBA, RN, NEA-BC, FACHE / Amy E. Trueblood, p. 283-286] Abstract: Loressa Cole was drawn to the caring aspect of nursing and the awesome responsibility that comes with being in a caring and serving profession. Dr Cole further recognized how intelligent the nurses were and how critical nursing care was to the overall experience her mother had during this time. The nurses were the caregivers spending the most time with her mother, and their ability to respond to her physical and emotional needs is what inspired Dr Cole to pursue nursing as a career. Dr Cole's career has been spent mostly in the acute care hospital setting in a variety of staff and leadership roles, including CNO at the hospital and system level. She has also served on the Virginia Nurses Association Board and was president of that organization for 2 years prior to being appointed chief officer and executive vice president for the American Nurses Credentialing Center. Dr Cole has been in her current role, as chief executive officer of the ANA Enterprise since May of 2018. In this role, she provides strategic leadership and is responsible for the operating activities of the Enterprise including management of staff and implementation of programs for the American Nurses Association (ANA), American Nurses Credentialing Center (ANCC), and American Nurses Foundation. Dr Cole lives in West Virginia with her husband, who also served the community through his role in law enforcement. She has a son and daughter and 1 granddaughter, and enjoys spending time with her family.;[Article Title: The Power of Interim Chief Nursing Officers / Genia Wetsel, Joyce Batcheller and Jeffrey M. Adams, p. 335-339] Abstract: When an institution loses a chief nursing officer (CNO), the nursing department experiences a short-term crisis. The loss of an executive nurse leader is particularly alarming because the loss brings significant financial, operational, and clinical risk. Often after a CNO leaves, the organizational structure changes, projects change or are abandoned, and expectations are altered. When a CNO leaves, a strategy to mitigate the loss to an organization must be considered. The purpose of this article is to present an investigation of the self-reports by participants on the role of interim CNOs and their contributions to an organization experiencing a CNO leadership transition.;[Article Title: Nurse Leaders: Extending Your Policy Influence / Robin Schaeffer and Janet Haebler, p. 340-343] Abstract: Opinion leaders have long held the belief that nurses' voices are largely silent in policy making, particularly within the legislative and regulatory arenas. Issues such as nursing workforce and health disparities are examples of policy established in law. Because health care policy is constantly changing, nurses must always have a seat and a voice at the table.

Therefore, nurse advocacy needs to extend beyond the clinical setting. There are many points of entry into the political arena for nurses, and those who get involved can identify a trigger or defining moment that started them on their political advocacy journey.;[Article Title: How to Grow Your Workforce Through Staff Optimization / Gail Schuetz and Jackie Larson, p. 344-346] Abstract: Recent statistics reveal that the demand for registered nurses continues to grow. The time to address nurse staffing concerns is now. Data analytics in nurse staffing and scheduling is a beneficial, yet largely overlooked, area. Incorporating modern modeling techniques and machine learning methodologies to forecast staffing needs, predictive analytics identifies demand for staff weeks in advance. This article suggests how optimizing a health system's workforce with best practice strategies and advanced technology can greatly diminish the staffing challenges being felt in hospitals and health care facilities across the United States.;[Article Title: Nurse Leadership and the Human Experience: A Framework for Elevating Care and Caring / Jason A. Wolf, p. 347-351] Abstract: Nurse leaders today oversee the largest segment of the health care workforce and as a result have the greatest influence on how people today experience health care overall. In addressing the human experience in health care, nurse leader success will come from a careful balancing act of caring for those seeking care and for those who provide it. Grounded in research from consumers of care, high performing health care units, and experienced nurse leaders, and acknowledging the care models that support nursing efforts daily, a framework for elevating care and caring is proposed as a foundation for action in elevating the health care experience.;[Article Title: Creating a Culture of Continuous Innovation / Amber Messick, Cindy Borum, Nikki Stephens, Ashley Brown, Susan Kersey and Beth Townsend, p. 352-355] Abstract: The current health care environment is complex and undergoing a continual change; as a result, innovation must be inspired by and ignited within all members of a health care team. This article explores a creative leadership model for creating a culture of continuous innovation and encompasses nursing leadership perspectives in multiple practice environments.;[Article Title: Leveraging the Gig Economy: A Novel Solution to Improve Health Care Costs / Angela S. Prestia, p. 356-359] Abstract: Gig workers can be used in nontraditional nursing areas that now come under the purview of the nurse executive The gig worker is a creative and virtually untapped source of talent that can provide quality solutions within health care organizations, by providing expertise for niche assignments, positively impacting staff morale, and therefore impacting cost-effectiveness.;[Article Title: Driving Change From the Bottom Up in a Top-Down Culture: Disruptive Innovation: One Organization's "Lessons Learned" in Gaining Stakeholder Acceptance / Shannon Denney, p. 360-364] Abstract: The purpose of this article is to discuss Catholic Health Initiatives' "lessons learned" through the development of the Virtually Integrated Care new care delivery model. The challenges of deploying disruptive innovation ideas in an acute care, live environment are impressive. Acquiring leadership and frontline staff alignment early and often was a primary project strategy pillar and key success indicator in the project's roadmap.;[Article Title: The Fall TIPS (Tailoring Interventions for Patient Safety) Program: A Collaboration to End the Persistent Problem of Patient Falls / Patricia C. Dykes, Jason S Adelman, Lois Alfieri, Michael Bogaisky, Diane Carroll, Eileen Carter, Megan Duckworth, Jeanette R. Ives Erickson, Linda M. Flaherty, Ann C. Hurley, Emily Jackson, Srijesa Khasnabish, Mary Ellen Lindros, Wilhelmina Manzano, Maureen Scanlan, and Linda B. Spivack, p. 365-370] Abstract: This article describes how nurse leaders in one organization led an interdisciplinary team to develop an evidence-based fall prevention program, Fall TIPS (Tailoring Interventions for Patient Safety), that is now used in hospitals across the country. A common barrier to fall prevention is developing new programs rather than adopting and using evidence-based approaches. The Fall TIPS program overcomes this barrier by providing a comprehensive suite of tools that nurse leaders can use to promote adoption and spread of evidence-based fall prevention best practices in their organization. This article is a call to action to inform nurse leaders about the decade of evidence behind the Fall TIPS program, how they can join the Fall TIPS Collaborative, and how they can access Fall TIPS resources to support implementation at their hospitals.