Includes bibliographical references.

Interview With Susan Grant -- Will I Fit In? -- Are You Ready? -- Leader to Watch: Mary Ann Fuchs -- Scrub the Hub: CLABSI Prevention Through Nurse Leader, Staff Engagement -- Speed Dating Interdisciplinary Rounds: A Method to Improve Patient Care Communication -- Addressing Workforce Needs in Skilled Nursing Facilities -- Generational Complexities Present New Challenges for Nurse Leaders -- Keeping the Human in Health Care Human Capital: Challenges and Solutions for RNs in the Next Decade -- Learnings From an Academic Medical Center in Hiring New RN Graduates Successfully Into Hospital Care Management -- CNO Jitters Reduced With Support of the AONL New Nurse Executive Fellowship -- Virtual Nursing, Virtual Learning -- Virtual Care Nursing: The Wave of the Future -- The Challenges With Pre-Employment Testing and Potential Hiring Bias -- Understanding FTEs and Nursing Hours Per Patient Day -- Leading With the Soul of a Warrior -- Call Me Bob: A Safety Culture Initiative to Improve Interprofessional Teamwork -- From Policy to Execution: Residency Programs for New Graduate Nurses -- Servant Leadership in the Veterans Health Administration -- The Structural Framework for Nursing Professional Governance: Foundation for Empowerment.

[Article Title: Interview With Susan Grant, DNP, RN, NEA-BC, FAAN/ Roxane Spitzer, p. 100-102]

https://doi.org/10.1016/j.mnl.2019.12.010

[Article Title: Will I Fit In?/ Beth A. Brooks, p. 103-105]

Abstract: The first time I learned about person-environment (PE) fit was during the mid-1990s while a doctoral student enrolled in college of business macro- and micro-organizational behavior electives. The idea of “fitting” into an organization can be conceptualized by focusing on concurrent interacting forces between individual and environment—the individual influencing his or her environment, and the environment also impacting the individual. A complex concept, PE fit requires understanding how one’s personal values are (or are not) congruent with the organization’s values. From having explored fit at the organization, supervisor, and job role level, 1 we now understand that value congruence impacts many work-related outcomes at the organization and employee levels, both positively and negatively. For this reason, it is important for employment candidates to carefully consider level of congruence of their own values with those of the potential new employer. Put more simply, will you fit in? This column will summarize a small segment of PE fit research (the entire body of PE research is quite extensive!), followed by suggestions you can use during the interview process as you evaluate how well you will fit in the organization.

https://doi.org/10.1016/j.mnl.2019.12.011

[Article Title: Are You Ready?/ Rhonda Anderson, p. 106]

https://doi.org/10.1016/j.mnl.2019.12.012

[Article Title: Leader to Watch: Mary Ann Fuchs, DNP, RN, NEA-BC, FAAN/ Rhonda Anderson, p. 109-115]

https://doi.org/10.1016/j.mnl.2019.12.013

[Article Title: Scrub the Hub: CLABSI Prevention Through Nurse Leader, Staff Engagement/ Cheryl L. McBeth, p. 116-119]

Abstract: The AONL Nurse Manager Fellowship is a year-long program designed to target the unique leadership development needs of nurse managers through an in-depth environment of learning. The fellowship program includes 5 face-to-face meetings, virtual learning, and the completion of a capstone project. This project is intended to benefit the sponsoring organization through a process improvement, resource management, new service, or business line development. Additionally, the project should develop and enhance the participant’s leadership competencies. The following article details a project from one of the 2019 fellowship participants.

https://doi.org/10.1016/j.mnl.2020.01.007

[Article Title: Speed Dating Interdisciplinary Rounds: A Method to Improve Patient Care Communication/ Keara Wright, Ryan A. Loudermilk and Benjamin A. Martin, p. 120-121]

Abstract: The AONL Nurse Manager Fellowship is a year-long program designed to target the unique leadership development needs of nurse managers through an in-depth environment of learning. The fellowship program includes 5 face-to-face meetings and the completion of a capstone project. This project is intended to benefit the sponsoring organization through a process improvement, resource management, new service, or business line development. Additionally, the project should develop and enhance the participant’s leadership competencies. The following article details a project from one of the 2019 fellowship participants.

https://doi.org/10.1016/j.mnl.2020.01.008

[Article Title: Addressing Workforce Needs in Skilled Nursing Facilities/ Pam O’Rourke and Laura Caramanica, p. 122-125]

Abstract: Skilled nursing centers are changing from providing custodial/palliative care to providing medically complex care administered by interdisciplinary teams. Higher patient acuity demands an exponential increase in the number and qualifications for the workforce in post-acute care settings. Although procuring an adequate number and type of workforce is being addressed, not enough is being done to address the increased knowledge and skills needed by all roles in these settings. This paper describes why it is critical to address the latter, particularly for nurse leaders, and how 1 post-acute care setting is doing this.

https://doi.org/10.1016/j.mnl.2019.12.007

[Article Title: Generational Complexities Present New Challenges for Nurse Leaders/ Kathy Douglas and Sarah Gray, p. 126-129]

Abstract: We are in the midst of generational changes that are unprecedented and may have far reaching implications for the future of our health care workforce. Driven by the rapid expansion of technology and artificial intelligence, we are experiencing radical shifts in the ways we access information, communicate, interact, learn, write, and spend time. The implications are just starting to unfold, with anticipated impact around how we educate, orient, operate, and support the health care workforce of tomorrow. As nurse leaders, we are in a position to take an active role in charting a course for the future we want.

https://doi.org/10.1016/j.mnl.2019.12.008

[Article Title: Keeping the Human in Health Care Human Capital: Challenges and Solutions for RNs in the Next Decade/ Cole Edmonson, June Marshall and Jim Gogek, p. 130-134]

Abstract: Nurse leaders in today’s health care settings bear the onerous responsibility of driving care outcomes despite evolving consumer demands, economic influences, scarce resources, and workforce challenges. Understanding registered nurses’ perspectives serves to inform nurse leaders’ decision-making and actions in rapidly evolving health care environments. Results from the AMN 2019 Survey of registered nurses provide insights from almost 20,000 nurses that provide care to patients every day. Knowledge from this survey can frame leaders’ strategic thinking and decision-making around workforce planning, recruitment, and retention, and sustaining healthy work environments. The report provides evidence that growing pressures on registered nurses will increase in the next decade and could impact quality of patient care, quality of life, retention, and the health and well-being of nurses. The survey also suggests sustainable solutions in the form of greater support for nurses in professional development, diverse workplace environments, and flexibility in work-life balance.

https://doi.org/10.1016/j.mnl.2019.12.009

[Article Title: Learnings From an Academic Medical Center in Hiring New RN Graduates Successfully Into Hospital Care Management/ Jennifer S. Mensik Kennedy, Ann Nielsen and Jennifer Leitch, p. 135-138]

Abstract: Although care management departments have been able to hire more case managers, there is still a shortage of experienced case managers. An academic medical center and school of nursing began with an academic practice partnership that focused on expanded education and practicums on care coordination and transitions management. This partnership has led to successful hiring of new traditional BSN graduates directly into inpatient case management positions.

https://doi.org/10.1016/j.mnl.2019.12.003

[Article Title: CNO Jitters Reduced With Support of the AONL New Nurse Executive Fellowship/ Sandra Marken-George, p. 139-141]

Abstract: This article explores how a novice chief nursing officer learns foundational skills and competencies via participation in the American Organization of Nurse Leaders (AONL) new nurse executive fellowship program. Transitioning into a new nurse executive role requires the development of confidence, knowledge, and professional collaborations. The connection between the fellowship and the core competencies for a nurse executive link together as a small cohort of new nurse executives meet and learn throughout the year. The value of this inaugural fellowship results in key lessons learned and relationships fostered.

https://doi.org/10.1016/j.mnl.2019.12.004

[Article Title: Virtual Nursing, Virtual Learning/ Carla D. Sanderson, Karen Cox and Joanne Disch, p. 142-146]

Abstract: The purposes of this paper are to share best practices in effective virtual learning based on the experiences of Chamberlain University, and to introduce findings on the role social factors play in achieving learning effectiveness. Research suggests social factors are more predictive of learning success than academic ones; social determinants of learning is a framework for designing effective social engagement and interventions in virtual learning in nursing. Positive virtual learning prepares nurses for virtual practice, such as telehealth, by developing abilities for effective engagement through the use of online interpersonal skills regardless of face to face or virtual patient care environments.

https://doi.org/10.1016/j.mnl.2019.12.005

[Article Title: Virtual Care Nursing: The Wave of the Future/ Beth Cloyd and Julia Thompson, p. 147-150]

Abstract: There is a need to create new and innovative models of care to meet the growing demands of patients and nurses. New technologies bring about novel and flexible ways of working. One innovative strategy is the use of virtual care nursing delivery model. Virtual care nursing operationalizes technology, supports clinical decision-making processes, continuity of care, and patient safety and provides a work environment conducive for keeping technically competent and highly educated nurses engaged at the bedside.

https://doi.org/10.1016/j.mnl.2019.12.006

[Article Title: The Challenges With Pre-Employment Testing and Potential Hiring Bias/ Richard C. Scepura, p. 151-156]

Abstract: The hiring process for some organizations includes pre-employment personality testing. The testing screens for desirable personality traits and are designed to meet a business need for cultural fit when filling a specific job. Creating algorithms that filter for certain traits may create new forms of bias. The changing demographics in the United States presents the need for a more culturally representative leadership team that is less homogenous. There are legal implications for the use of pre-employment personality trait testing. Understanding whether diversity and inclusion is in alignment with pre-employment personality trait testing hinges on interpretation and validation.

https://doi.org/10.1016/j.mnl.2019.11.014

[Article Title: Understanding FTEs and Nursing Hours Per Patient Day/ Teresa D. Welch and Todd Smith, p. 157-162]

Abstract:The personnel budget is the largest line item on a hospital’s general budget and often consumes the majority of an organization’s financial resources. It is also the most challenging to develop and difficult to manage. This article provides a detailed, step-by-step guide to understanding how to develop a hospital’s unit-level personnel budget. The intent of the article is to provide new or aspiring nurse managers within the acute care setting with a basic understanding of financial concepts required to manage the personnel budget, and to serve as a training resource for supervisors placing new managers into positions with financial responsibilities.

https://doi.org/10.1016/j.mnl.2019.10.003

[Article Title: Leading With the Soul of a Warrior/ Angela S. Prestia, p. 163-166]

Abstract: Although warrior conjures up the image of a battle-scarred soldier, it should not. A warrior is one who combats the enemy of self-ignorance, or a lack of wisdom. Through the assimilation of the 6 core virtues of a warrior, the nurse leader can gain strength, endurance, and mental focus to serve patients, families, staff, and self.

https://doi.org/10.1016/j.mnl.2019.09.015

[Article Title: Call Me Bob: A Safety Culture Initiative to Improve Interprofessional Teamwork/ Robert H. Connors, p. 167-171]

Abstract: Patient safety is the highest goal in any health care environment. However, individual practitioner efforts are not enough; high-functioning, collaborative teams are required to achieve desired results. Traditional physician culture has emphasized physician authority and individual responsibility, leading to power gradients and often disrupting effective communication. To address this, an initiative to help remove communication barriers and promote all team members’ comfort with proactively speaking up about concerns was created in a major Midwest regional children’s hospital. This process is now part of the organization’s working culture and has the potential to enhance communication, collaboration, and safety in other health care organizations.

https://doi.org/10.1016/j.mnl.2019.10.001

[Article Title: From Policy to Execution: Residency Programs for New Graduate Nurses/ Sylvain Trepanier, Patricia Yoder-Wise and Nanne Finis, p. 172-177]

Abstract: The evidence is substantial, and all new graduate nurses should be offered a residency program as part of their transition into practice. In fact, the state of Maryland adopted legislation to ensure such in May, 2019. The American Academy of Nursing (AAN) recommends a residency program for all new graduate nurses. In the spring of 2019, invited nursing leaders from across the United States met during a “think tank” and discussed essential steps on how to support, execute, and operationalize the recommendations offered by the AAN. In this article, the authors provide a summary of the think tank attended by key opinion leaders and concrete steps to operationalize the future of residency programs in acute care hospitals.

https://doi.org/10.1016/j.mnl.2019.06.001

[Article Title: Servant Leadership in the Veterans Health Administration/ Ruth W. Mustard, p. 178-180]

Abstract: The Veterans Health Administration (VHA) has determined that servant leader characteristics are desirable and have chosen servant leadership as their leadership model. Servant leadership is alive and well within the largest health care system in the United States, and this model has been a guiding force for many nurse leaders to survive and thrive in a challenging, complex, and transparent health care system.

https://doi.org/10.1016/j.mnl.2019.03.019

[Article Title: The Structural Framework for Nursing Professional Governance: Foundation for Empowerment/ Tim Porter-O’Grady and Joanne T. Clavelle, p. 181-189]

Abstract: The structural framework for nursing professional governance is foundational to cultivating nursing professional behaviors and practice that improve the work environment and positively impact nursing, patient, and organizational outcomes. Clarifying and codifying this structural framework, as well as the purposes of professional governance, illuminates foundational elements integral to creating an empowering culture, with an emphasis upon nursing accountability, autonomy, authority, and self-direction. The Structural Professional Governance Self-assessment Survey (SPGS – A) addresses structural requisites needed to support and advance the behavioral attributes of professional governance: accountability, professional obligation, collateral relationships, and effective decision making.

https://doi.org/10.1016/j.mnl.2019.08.004