Nurse Leader

Includes bibliographical references.

[Article Title: What Nurse Leaders Can Learn From Google / Rose O. Sherman, p. 478-479] Abstract: This issue includes many innovative nursing ideas. Most innovations, when carefully examined, are not new creative ideas but rather iterations of something that has already been done. Allen Gannet,1 a creativity thought leader, describes in his book how creative ideas are often the products of individuals who have consumed large amounts of information about their areas of interest. They have developed what Gannett calls cultural awareness or a real-time ability to assess what is familiar, what is good, and what is a cliché. They can identify where ideas are on a creative curve and have outstanding pattern recognition and the ability to see exemplars. One such exemplar that leaders in health care should pay attention to is the commitment that the Google executive team has made to develop their frontline managers and teams. For many years, leaders at Google dismissed the importance of the manager role. The philosophy was to hire the best performers and let teams self-manage. Google leaders were convinced that they were evolving a new management model that others could emulate. They launched research to prove their point that organizations with a professional workforce don't need frontline managers. Researchers outside of Google examined the quality of Google's current managers, looking at manager performance ratings and employee survey feedback about managers. The data indicated that managers did matter. Google teams with great managers were both happier and more productive. Google then began a quest called Project Oxygen to build the best managers for the Google workforce. They identified the essential qualities of great managers and designed development programs to develop those qualities in new leaders. One best practice is to delay manager training until the leader has been in their role for 45 to 90 days. Although, intuitively, it makes sense to prepare someone for a job before they start doing it, Google has found managers are most receptive to learning after they've had some time in the new role and gathered some experience upon which to reflect. One of the biggest challenges that managers have is getting good feedback. It is a problem that Google has tackled with their innovative manager feedback survey. The tools, facilitation guide, and slides are on their guide to manager development website. Google researchers applied a similar method to discover the secrets of effective teams at Google. The initiative was named Project Aristotle-a tribute to Aristotle's quote, "the whole is greater than the sum of its parts." The goal of this research was to examine the attributes of the most effective teams at Google. The hiring process at Google was built on the premise that if you hire great people and put them on teams together, then you will have outstanding teams. But these were not the outcomes that were found. There did not seem to be any clear patterns about what made for effective teams. Researchers who studied teams at Google found that it was less about who is on the team and more about how the team worked together. The factor that most impacted team effectiveness is psychological safety, confirming what Amy Edmondson5 learned in her work with health care teams. Google then began to develop tools to help teams to create psychological safety and address other team needs. These tools are available on their guide to team effectiveness site. Unlike many companies that do development work, Google has made its practices and leadership resources available to other organizations at no cost. It is rare when you find such comprehensive work that is available for free if not used for commercial purposes. Google had some of the best researchers and learning development experts consult on the resources they make publicly available. Why reinvent the wheel in developing your own programs around leader development and team effectiveness? Use the evidence-based materials available from Google. It is an innovation that is worth replicating.;[Article Title: An Interview With Laura J. Wood, DNP, MS, RN, NEA-BC / Roxane Spitzer, p. 480-482] Abstract: Laura J. Wood, DNP, MS, RN, NEA-BC, is senior vice president, patient care operations, and chief nursing officer, Sporing Carpenter Chair for Nursing, at Boston Children's Hospital in Boston, Massachusetts.;[Article Title: Managing Holiday Stress, Starting the New Year Well / Beth A. Brooks, p. 483-484] Abstract: We will soon be in the midst of holiday season stress, thinking about New Year's resolutions. Making and keeping New Year's resolutions is fraught with disappointments (nearly 80% fail by February), so I prefer to challenge myself by setting goals for the year, such as a yearly reading goal. My goal is 52 books per year, and each year has a different accompanying theme such as reading only nonfiction works or women authors or authors of color. I also set a health goal (notice I did not say weight loss goal) to engage in physical activity 5 days each week. In addition, with the help of a health and wellness coach, I also learned to reframe how my health and wellness goals can be an asset to my leadership practice.;[Article Title: Developing a Solution-Oriented Stance for Changes in Health Care Delivery / M. Lindell Josephp. 485-486] Abstract: There is a pressing need to create and innovate at the central nexus of core health care issues and problems. For health care experts and practitioners, who tend to be siloed, finding the connections across disciplines opens up the boundaries to enable linkages that enrich solution-finding. In this issue, we feature 8 articles that stimulate readers to envision change-making in new and different ways. The current work environment is saturated with unpredictability, chaos, and uncertainty in decision making. Therefore, those in leadership need to take a broadened perspective with regard to decision making. The contributors of this issue have provided new insights and innovations for health care delivery. The authors in this issue consist of scientists, entrepreneurs, faculty, researchers, advanced practice nurses, physicians, informaticists, and individuals in a formal leadership roles. What is at the intersection of such diverse roles? The one commonality is empathy, which resulted in a solution-oriented stance for new ideas, thoughts, and innovations in health care delivery.;[Article Title: Jerry A. Mansfield Interview / M. Lindell Joseph, p. 489-493] Abstract: Leadership is a journey, particularly for individuals who influence patient care delivery in hospitals and health care systems throughout the globe. For the nurse leader, it is a daily focus on a myriad of fronts including staff engagement, patient experience, quality and safety and financial performance. Dr. Mansfield made the decision to become a Registered Nurse because of the difference one RN made during his hospitalization as a teenager. This leadership profile offers one leaders' perception of current challenges and opportunities in the industry; a time of unprecedented and transformative change in health care.;[Article Title: ASCEND: Enhancing Nurse Workforce Diversity Through a Nurse Technician Internship Program / Lisa Aurilio, Nancy Mosca, and Megan Dorrington, p. 494-497] Abstract: Akron Children's Hospital in Ohio is dedicated to advancing nursing workforce diversity through the creation of a recruitment and retention program called Assuring Success with a Commitment to Enhance Nurse Diversity (ASCEND). The hospital was recognized for this effort as a recipient of American Organization for Nursing Leadership's (AONL) 2019 Prism Diversity Award. This article describes how the ASCEND program provides a mechanism for strategic recruitment of racial, ethnic, and gender diverse nurses. Increasing racial and ethnic diversity of the nursing workforce is essential for adequate provision of culturally competent care to address the growing diverse US population. A diverse nursing workforce will improve patient-provider communication, tolerance, trust, and decision making, leading to expanded health care access for the underserved and improved quality outcomes.

An effort to increase enrollment and successfully graduate minority nursing students is a priority, as nursing leaders recognize the connection between a culturally diverse nursing workforce and the ability to provide quality, culturally competent patient care.2 Despite modest gains in ethnic and minority representation in nursing, in many practice settings the current workforce does not mirror community populations.3 AONL's Guiding Principles for Diversity in Health Care Organizations stresses that creating healthy work environments through a commitment to inclusivity, tolerance, and governance structures is essential to improving the health of patients and communities served.4 Health care organizations face the challenge of establishing effective recruitment programs to increase nursing workforce diversity while fostering an inclusive and welcoming culture. In northeast Ohio, the population served by Akron Children's Hospital is 74% white, whereas the racial distribution of Akron Children's nursing workforce is 97% white, with African American registered nurses (RNs) being the next largest racial group, representing 1.3% of the RN workforce. Statewide, Ohio's nursing workforce is 90% white and 6% African American, and nationally, the RN workforce is 75% white and 10% African American.5,6 Gender diversity at the hospital also fell short of reflecting the state and national RN workforce, with men representing just under 4% of Akron Children's workforce compared with 9% statewide and 9% nationally.;[Article Title: Developing Healthy Habits: A Faith-Based Interdisciplinary Action Framework / M. Lindell Joseph, Rudolph T. Juárez, Janice Miller, Yolanda Rodriguez Villalvazo, Ann Rhodes, Marygrace Elson, Julie Stanik-Hutt, p. 498-504] Abstract: This interdisciplinary action framework to influence health and well-being enables wholeness within a faith-based community. The framework provides health care professionals and practicum students the opportunity to serve while reducing negative health outcomes and social inequities, by integrating the elements of what is important to individuals. This article illustrates how innovative methods and collaborations are instrumental in stimulating one faith-based bilingual community to engage in healthy habits such as walking, developing a vegetable garden, and using a self-care transition coach.;[Article Title: Roadmap to Drive Innovativeness in Health Care / Diane L. Huber, Heather Bair and M. Lindell Joseph, p. 505-508] Abstract: Innovativeness in health care is synonymous with nurse leaders using principles and tools of design thinking to drive innovations. A supportive culture, plus providing actionable thinking designs to drive new ways of being, seeing, and doing, will mitigate barriers to problem solving and allow intentional processes to enable change and develop new solutions or innovations. The Conceptual Framework for Healthcare Innovativeness is a design thinking method that is intentional and requires the influence of the workplace culture to drive behavior for innovations. This article reviews the leader's role in enabling innovativeness using a design thinking method.;[Article Title: Nurse Leaders Decision-Making to Adopt an Online Innovation: A Decision Support Tool / Daniel T. Lose, p. 509-515] Abstract: Following the release of the 2010 Institute of Medicine's Future of Nursing report, the Campaign for Action tasked each state's action coalition with operationalizing the report's recommendations. This article highlights how nurse leaders elected to focus on nurse residency programs and made decisions about an innovative online nurse residency program in one state. Although nurse leaders reported using a systematic decision-making process, early adopters of the online program reported a higher tendency of going with their gut when making their decision. This case study examines how decisions were initially made by leaders, which led to the development of a decision support tool to facilitate informed decision-making and maximize program adoption.;[Article Title: Information Architecture, and Innovation / Todd Papke, p. 516-521] Abstract: With the availability of data from electronic health record systems, nurse leaders are in a position to innovatively apply evidence-based medicine (EBM) into the clinical setting, but there are roadblocks that can only be addressed by domain experts with operational technical skills. This article discusses some of the roadblocks encountered and the skillsets nurse leaders should be looking for to efficiently leverage electronic health system data for EBM initiatives.;[Article Title: Ten Paths to Data-Driven Care Using NIC and NOC / Sue Moorhead, p. 522-525] Abstract: This article focuses on the critical need for nursing data to be used in the care process provided by nurses. It offers 10 potential paths nurse leaders can use to increase their use of data using nursing terminology such as the Nursing Outcomes Classification and the Nursing Interventions Classification. The paths highlight the need for data about both the nurse and the patient in the care environment. These paths support the use of the nursing process in care planning for patients and highlight the critical need for outcome measurement to determine the effectiveness of nursing interventions. Nurses are important care providers in our current healthcare system and need to have accurate data to make care decisions with the patient and their family. Nurse leaders are instrumental in making this happen.;[Article Title: A Model for Advancing Nurse Well-Being: Future Directions for Nurse Leaders / Richard J. Bogue and Kimberly F. Carter, p. 526-530] Abstract: Burnout results from experiencing persistent work-related stressors. We introduce and update a model of whole-person well-being to manage or mitigate the stressors that may otherwise generate burnout. The updated model incorporates Nursing Leadership Influence on Professional Burnout. The model was affirmed by original research at Carilion Clinic, Roanoke, Virginia, with 1296 nurses. Nurses exhibiting higher socio-relational well-being and lower depersonalization of patients experienced far lower emotional exhaustion-a core element of burnout and depression. Practical actions nurse leaders can take to promote greater well-being among nurses are reviewed.;[Article Title: Emergence of Nursing Innovation Influenced by Advances in Informatics and Health IT / Tiffany Kelley, p. 531-536] Abstract: In the last three years, the nursing profession has seen a resurgence in focus on nurse-led innovation. To innovate is to bring forth purposeful change. Nurse-led innovation is not new to nursing. Yet, the dependency on electronic health records and other digital health information technology (IT) solutions is new within the last decade or two. The digitalization of patient data and information has created new opportunities to further improve care quality. Nurse leaders now have an opportunity to advance innovation within nursing through informatics expertise and health IT solutions that address the emerging quality needs of the health care team.;[Article Title: Maximizing the Use of Psychotherapy With PMHNP: A Call to Action for Nurse Leaders / Daniel Weseman, p.537-541] Abstract: Mental illness is a growing issue globally and is expected to cost $16 trillion by 2030 and costs the US health care system over $193 billion annually. People with mental illnesses frequently have comorbid medical diseases that have bidirectional causes often not easily solved with medications alone. Psychiatric/mental health nurse practitioners (PMHNPs) need to treat patients both with psychotropic medications and psychotherapy. PMHNPs are fully competent to perform psychotherapy. There is a decade-long trend that PMHNPs have been drifting further away from providing psychotherapy. This article debunks the argument that the services of PMHNPs providing psychotherapy are significantly less profitable from prescribing medications. Nurse leaders also are provided recommendations on how to encourage and create an environment where PMHNPs can increase the use of their psychotherapy skills.;[Article Title: AONL Competencies Create a WIN / Kelly Richards, p. 542-545] Abstract: A student nurse internship program was designed with the purpose of improving recruitment and supporting a registered nurse's transition into professional practice.

During this program development, it was identified that current partnerships with local nursing colleges were not strong enough to support the program, nor were they strong enough to sustain meaningful recruitment efforts. The American Organization for Nursing Leadership (AONL) competency behaviors guided this program development and were valuable in strengthening academic relationships with the local nursing colleges. As a result, a nurse internship program was developed, recruitment efforts improved, and turnover rates decreased.;[Article Title: A Bridge to Leadership Communication Success: Impact of Leader-Member Exchange on Nursing Administrative Relationships / Patricia Donohue-Porter, Patricia Eckardt,David Prottas, Kenneth C. Rondello and Joyce Silberstang, p. 546-551] Abstract: Nurse managers are the cornerstones of nursing administration, and leadership theory can help them achieve administrative success. Our interdisciplinary research team formed a collaboration with a clinical setting to study the nuances of nursing administration communication. The investigation examined the impact of leader-member exchange, a leadership theory that focuses on relationships, in 206 nurses in a 600-bed hospital and found significant correlations with job satisfaction and organizational commitment, but not with organizational citizenship behavior. Nursing implications for retention of nursing workforce and refinement of leadership actions are presented. To read this article in full you will need to make a payment ;[Article Title: Translating the Evidence to Improve Older Adults' Experience in a Care Coordination Program / Jean Scholz Mellum,p. 552-556] Abstract: With a focus on health care value, nurse leaders can design and evaluate programs for care coordination using dimensions related to costs, health outcomes, and patients' experience of care. This article identifies evidence related to care coordinators' actions and attitudes, and what older adults do on their own to manage their experience in care coordination. By translating the findings, the author describes strategies that nurse leaders can implement to improve the experience of older adults in a care coordination program.;[Article Title: Advanced Practice Providers: How Do We Improve Their Organizational Engagement? / Molly Condit and Paula Hafeman, p. 557-560] Abstract: Advanced practice providers (APPs) are integral members of the multidisciplinary health care team, providing access to high quality and cost-effective patient care. Despite the consistent increase in demand for APPs, these practitioners often lack role clarity, frequently resulting in poor job satisfaction and retention. Establishing an advanced practice provider council within organizations is a positive step in providing APPs with a platform for increasing their visibility, peer support, and decision-making power, thereby improving their engagement within the organization.;[Article Title: Sabotaging Success: The Role of Unconscious Bias / Angela S. Prestia, p. 561-564] Abstract: The nurse leader may be unaware of the role unconscious bias plays in the success or failure of an organization. The subtlety of this prejudice may affect a leader's perception and influence professional judgement and decision making in the areas of communication, hiring, promoting, or team selection. This article explores types of unconscious bias and offers the nurse leader practical advice for minimizing their detrimental effects.;[Article Title: Doctoral Clinical Experience Promotes Chapter Revitalization / Debbie Cline and Nancy Manning Crider, p. 565-567] Abstract: Doctorate of nursing practice (DNP) leadership students can help professional organizations achieve dramatic results in a short period of time. This article describes how an executive nurse leader can mentor DNP students and simultaneous improve organizational performance in any setting. During a 1-semester, 100-hour, clinical fellowship, a DNP student from the Cizik School of Nursing at UTHealth worked with the president and regional director of the Texas Organization of Nurse Executives (TONE) to revitalize a local chapter of the organization.