TY  - BOOK
TI  - Nurse Leader
SN  - 1541-4612
PY  - 2020///
CY  - New York
PB  - Elsevier
N1  - Includes bibliographical references; When Leadership Calls -- Reflecting on the Year of the Nurse -- An Interview With Lamont M. Yoder, RN, MBA, MSN, NEA-BC, FACHE -- Entering and Exiting Without the Exit in Mind: Part 1 -- The View From the Cusp of the “Third Act” -- Leader to Honor: Marian K. Shaughnessy, DNP, RN --  Common Ground: AONL, ANA, and HFMA Outcomes-Based Staffing Report Provides Guidance, Insights -- Florence Nightingale’s Lasting Legacy for Health Care -- Human-Centered Leadership: Creating Change From the Inside Out -- The Novation Dynamic: Clarifying the Work of Change, Disruption, and Innovation -- Implementation of New Era Strategic Initiatives Across an Academic Health Center -- Achieving Uncommon Results Through Caring Leadership -- International Nursing Leadership: The Vietnam Nurse Practice Improvement Project -- Illuminating the Path, Inspiring the Future, the Power of a Nurse’s Voice -- Integrative Leadership in a Bachelor of Science in Nursing–Integrative Health Program -- The Nurse Manager and Professional Governance: Catalysts for Leadership Development --  Innovation Leaders: Networking Across Practice and Regulatory Agencies for Better Data and Clinical Efficiency -- Using a Nursing Professional Governance Approach to Improve Nurse Satisfaction and Participation With Health Information Technology -- Embracing Advanced Practice Providers: Creating a Culture of Retention Through Structural Empowerment -- Nursing Practice in the Digital Age -- Frameworks for Leading Frontline Innovation in Health Care: Failure, Microclimates, and Leadership
N2  - [Article Title: When Leadership Calls/ Autum Shingler-Nace, p. 202-203]

Abstract: From the minute our organization received our first presumptive positive COVID-19 patient, and throughout our journey, many challenges and obstacles have been presented for health care leadership. Priorities are rapidly shifting, anxiety and fear are present, and knowing where to focus support is a challenge. As I sit and reflect on lessons learned throughout this experience, I can't help but continue to focus on frontline leadership and their important role in this entire process; [Article Title: Reflecting on the Year of the Nurse/ Rose O. Sherman, p. 204]

Abstract: We are almost half-way through 2020, which has been officially designated by the World Health Organization as the Year of the Nurse and Nurse Midwife in honor of the 200th birth anniversary of Florence Nightingale.1 In this issue, Joe Tye reminds us of the legacy of Florence Nightingale by writing about the enormity of her contributions to nursing and health care. This remarkable nurse, also known as the “Lady with the Lamp,” became the founder of modern nursing and was the first woman to receive the Order of Merit in England. Throughout this year, professional organizations and state associations have organized events to celebrate the contributions of nursing and enlighten the public about our profession. Nurses are sharing their stories in meaningful ways; [Article Title: An Interview With Lamont M. Yoder, RN, MBA, MSN, NEA-BC, FACHE/ Roxane Spitzer, p. 205-206]
; [Article Title: Entering and Exiting Without the Exit in Mind: Part 1/ Beth A. Brooks, p. 207-208]

Abstract: The prospect of a progressively more responsible nurse leadership position, either with your current organization or with a new one, is an exciting one that at least initially has “ideal opportunity” and “my next step up” written all over it. Given all the consolidations, mergers, acquisitions, and the creation of new positions in health care that are occurring in such rapid fire fashion these days, there appears to be an abundance of such career opportunities. However, as any savvy nurse leader is well aware, a number of these new positions aren’t going to pan out, and for a variety of reasons. Perhaps the position ends up being a poor fit for the nurse leader, or the nurse leader was a poor fit for the organization, or actual position responsibilities or reporting relationships end up being completely different from originally described during the recruitment process. Maybe the organization and the overall culture are a good fit for the nurse leader, but the nurse leader’s current role is not. You’ll be one of the lucky ones where everything you hoped for actually comes to pass. But in the event you start experiencing concerns that you fear may lead to anyone’s most pervasive workplace nightmare—an involuntary separation—you’ll want to be sure you have an awareness of what compensation and benefits continuation your position level provides; [Article Title: The View From the Cusp of the “Third Act”/ Tim Porter-O'Grady, p. 209]

Abstract: I join my voice with all those who reach a certain age: Where did the time go? As with all those who reach a longer view in the rear-view mirror, I have watched the time speeding by in a career that has been filled with excitement, opportunity, adventure, and the gift of making a contribution. I began my nursing career in 1972, and now 48 years later there continues to be no end to the challenge and opportunity to make a difference.
Still, priorities change as we move through the theatre of life. As I move into my third act, it brings the challenge to reflect on the future, and shift priorities and goals going forward. As I do this, it is apparent that many things must change in order to engage new experiences and opportunities. Succession plans need to be actualized, career handoffs related to roles and writing need to be engaged, and new opportunities embraced. With the potential changes emerging out of the COVID-19 pandemic, new leadership insights will continue to be needed.

It is in this spirit that I hand off my role as a long-term editorial board member for the Nurse Leader journal. These many years, engaging with the best and brightest in nursing, have been both inspiring and renewing and have stimulated my own journey of learning and growing as a nurse leader and scholar. During my tenure on the editorial board, I have shared with other leaders in the maturation and development of the nursing profession as it advances both education and practice, keeping up with new knowledge and the burgeoning technological transformation that now defines the circumstances of life in the 21st century. I have seen the very foundations of leadership shift into a new paradigm resulting in structures of professional governance and practices of quantum leadership that positively impact the action of clinical leaders and the very organizations within nursing technological transformations that have led to consolidation of measures of nursing excellence now codified in the Magnet Recognition Program®, setting the foundations for the demonstration and evaluation of nursing and organizational excellence in health settings around the world. And so much more concerted action of nurses has set the profession on a course to direct or influence the trajectory of change in health service for the foreseeable future.

I am thankful for the many colleagues and health leaders that have both inspired my own growth and enabled my contributions. Learning and growing are always a collective activity, and we are all indebted to others for the many contributions we are enabled to make. This is no less so as a member of the Nurse Leader editorial board. Thanks goes to Roxane Spitzer and Rose Sherman and the previous and current editorial leaders with whom I have been blessed to serve over these past many years. Under their leadership, this journal has stayed on the forefront of nursing leadership, both predicting and explicating the future of nursing leadership. It will no doubt continue to play that critical role for nursing leaders going forward. I will continue to be an active reader and contributor, and a catalyst for my new and emerging colleagues with much to share as they continue to transform this profession we all love. Exciting times ahead; I remain grateful to continue to play a small part in this lifelong journey of engagement!
Tim Porter-O'Grady; [Article Title: Leader to Honor: Marian K. Shaughnessy, DNP, RN/ Nora E. Warshawsky and Joyce J. Fitzpatrick, p. 211-215]

Abstract: Marian K. Shaughnessy was a nationally known nurse leader and philanthropist. She was the founder of the Marian K. Shaughnessy Nurse Leadership Academy at the Frances Payne Bolton School of Nursing, Case Western Reserve University where she served as an adjunct professor. Dr. Shaughnessy held leadership board positions in a wide number of Cleveland non-profits and was a member of the board of University Hospitals Medical Center of Cleveland and served as vice-chair of the Quality and Professional Committee and a member of the Clinical Council, University Hospital Medical Group. She also served on the Advisory Committee for Notre Dame School of Nursing in South Euclid, OH. She helped launch the national Nurses on Boards Coalition for the American Nurses Foundation in order to present a nursing perspective to America's boardrooms. Her nursing career included leadership positions and consulting in perioperative care delivery at the Cleveland Clinic Foundation and Lakewood Hospital, and Critical Care at Cleveland Metropolitan General Hospital. She was a member of the American Nurses Association, Association of Operating Room Nurses, Association of Nurse Executives and Sigma Theta Tau. This interview was conducted in September, 2019. She will be missed; [Article Title: Common Ground: AONL, ANA, and HFMA Outcomes-Based Staffing Report Provides Guidance, Insights/ Robyn Begley, Pamela F. Cipriano and Todd Nelson, p. 216-219]

Abstract: The topic of appropriate nurse staffing to provide high-quality care has been a hot topic for the last year. Health care leaders—and some state legislatures—have been grappling with methods to allocate nursing resources. A report released earlier this year, co-authored by representatives from the American Nurses Association, AONL, and the Healthcare Financial Management Association (HFMA), offers insight into the different perspectives that finance and nursing professionals bring to this issue. The report, entitled The Business of Caring: Promoting Optimal Allocation of Nursing Resources, offers guidance in finding common ground between finance and nursing. ∗
∗When this report was originally developed, no one would have predicted we would be experiencing a pandemic resulting in an extreme assault on the fiscal integrity of our health system. Now, more than ever, a collaborative approach to solving the challenges ahead together is crucial. The principles of collaboration, creativity, innovation, and joint accountability will help us lead our organizations through the clinical, financial, and operational crises that we all face.
The following is an excerpt from the report; it can be viewed in full at the HFMA website.1; [Article Title: Florence Nightingale’s Lasting Legacy for Health Care/ Joe Tye, p. 220-226]

Abstract: Florence Nightingale is appropriately remembered as the person who, more than any other, establish nursing as a respected profession. Less well remembered are her roles as architect of the modern hospital, public health pioneer, and advocate for the health care of soldiers and veterans. As we celebrate the International Year of the Nurse and Midwife, we should also remember how Florence’s legacy touches almost every other aspect of the modern health care system; [Article Title: Human-Centered Leadership: Creating Change From the Inside Out/ Kay Kennedy and Lucy Leclerc, p. 227-231]

Abstract: Human-Centered Leadership in Healthcare is a new leadership model that focuses on the fulfillment and effectiveness of the leader who simultaneously focuses on others. Through recognizing the humanity in others, cultivating growth in others, and creating healthy, connected communities for others, the Human-Centered Leader establishes cultures of caring, excellence, and trust. In this article, the Human-Centered Leadership approach is demonstrated through an exemplar involving a nurse leader of an intensive care unit where the central line–associated blood stream infection rate has increased. The nurse leader at the point of care validates that sustainable change occurs from the inside out; [Article Title: The Novation Dynamic: Clarifying the Work of Change, Disruption, and Innovation/ Michael H. Ackerman, Karen K. Giuliano and Kathy Malloch, p. 232-236]

Abstract: Leading in today’s health care organizations is extremely challenging. The speed of technology and innovation, increasingly more regulatory requirements, and the demand for value-based care, all contribute to these challenges. Many of the current approaches used to develop the leaders of today and the future fall short of what is required for success. Innovation leadership must provide the skills and competencies to facilitate complex adaptive systems, complexity, change, and quantum leadership. In this article, “The Novation Dynamic: Clarifying the Work of Change, Disruption, and Innovation,” a framework for facilitating innovation is described. As the largest health care discipline and the only frontline health care providers with access to patients 24 hours/day, the nursing profession holds a unique perspective for understanding today’s health care challenges. Nurses are well-positioned to be the leaders of the Novation Dynamic, to provide the leadership required in today’s health care systems, and to work collaboratively with other health care disciplines, business colleagues, innovators, and patients; [Article Title: Implementation of New Era Strategic Initiatives Across an Academic Health Center/ Sharon Pappas,Rose Hayes and Linda McCauley, p. 237-242]

Abstract: Nursing leaders from Emory School of Nursing and Emory Healthcare have established an academic-practice partnership aimed at realizing the American Association of Colleges of Nursing’s (AACN’s) 2016 New Era Report recommendations. This paper outlines the partnership’s initiatives and shares results from baseline and follow-up self-assessments, performed in 2017 and 2019, respectively. Self-assessments, completed by Emory nursing leaders, involved ranking Emory’s success in implementing New Era Report recommendations on a scale of 1 to 3. These scores were then used to calculate mean performance in each area and progress made over time. The authors discuss challenges, accomplishments, and strategies for future initiatives; [Article Title: Achieving Uncommon Results Through Caring Leadership/ Amy Steinbinder and Dorothy Sisneros, p. 243-247]

Abstract: Caring leadership promotes meaningful connections at all levels and deepens trust with all members of the leadership team. Interviews with 3 high-achieving executives led to the discovery of 5 specific behaviors—self-awareness, deep listening, being curious, demonstrating empathy, and decisiveness—used by all 3 leaders. These behaviors, used consistently, create the conditions for sustainable personal and organizational success and lead to achieving uncommon results; [Article Title: International Nursing Leadership: The Vietnam Nurse Practice Improvement Project/ Miranda Hawks, Danielle Huseman-Maratea, Ann Nguyen, Luu Nguyen and Susan Romkema, p. 248-252]

Abstract: Leadership occurs between nurses who advocate for partnerships in various health care settings globally. The Vietnam Nurse Project/Vietnam Nurse Practice Improvement Project not only has impacted a group of volunteer nurses in United States, but has contributed to the change of nursing practice to improve patient care in Vietnam. Experiences relating to the differences in the organization of health care leadership between the United States and Vietnam are discussed. This article addresses the impact of the Vietnam Nurse Project/Vietnam Nurse Practice Improvement Project to transform nursing practice in Vietnam and the leadership vision of the nurses in the United States; [Article Title: Illuminating the Path, Inspiring the Future, the Power of a Nurse’s Voice/ Judy Boerger, Vicki Maisonneuve, Allison Nordberg and Kate Judge, p. 253-258]

Abstract: This article describes the vital role and contribution that nurses serving on boards of directors can make to their communities. It emphasizes appreciative leadership and the relevance and influence of a shared governance model in adoption of this goal, and outlines the steps and strategies employed by Parkview Health, one of the American Nurses Foundation’s Magnet®/Pathway Nurses on Boards pilot institutions, to raise awareness and increase the participation of nurses on boards within the community; [Article Title: Integrative Leadership in a Bachelor of Science in Nursing–Integrative Health Program/ Nancy Baumhover, p. 259-264]

Abstract: Integrative nursing leadership blends appreciative, relational, authentic, mindful, transformational, and compassionate leadership styles. Integrative nursing leadership comprises the following 7 tenets: beginner’s mind, meaningful relationships, authenticity, role modeling, gratitude, whole-person and whole-team care, and the use of team integrative modalities. Clinical nurse leaders may want to consider adopting integrative nursing leadership to adequately lead a nursing workforce interested in transforming health care into a more holistic (bodymindspirit) interprofessional care model; [Article Title: The Nurse Manager and Professional Governance: Catalysts for Leadership Development/ Beverly Hancock and Mary Theresa (MT) Meadows, p. 265-268]

Abstract: The nurse manager plays a key role in workforce engagement, identification, and development of the next generation of nurse leaders. Using professional governance structures, the opportunity exists for identification of emerging leaders, the development of clinical nurses as part of succession planning, and strengthening the coaching and mentoring competencies of the nurse manager. A survey of former AONL Nurse Manager Fellowship participants identified anecdotal stories in support of professional governance as a means to develop leaders through nurse manager coaching; [Article Title: Innovation Leaders: Networking Across Practice and Regulatory Agencies for Better Data and Clinical Efficiency/ Kathy Malloch, David P. Hrabe and Margi Schultz, p. 269-275]

Abstract: Innovative leaders in health care are especially poised to impact patient safety, use of resources, and workforce planning through networked partnerships. Opportunities exist for nurse leaders to address internal needs through collaboration with external partners. In particular, partnerships with regulatory agencies can result in increased value for both partners. This article presents 2 exemplars in which nurse leaders worked with nurse regulators to improve nursing workforce data and student clinical placements for obstetric learning; [Article Title: Using a Nursing Professional Governance Approach to Improve Nurse Satisfaction and Participation With Health Information Technology/ Diane Drexler, p. 276-280]

Abstract: Do you have the tools to perform your work/practice? This question is typically one of the lowest ranking questions on employee satisfaction surveys. Chief nursing officers (CNOs) struggle with how to address this question in particular when addressing the electronic health record. Nurse dissatisfaction with the electronic health record requires a new approach. This CNO utilized a nursing professional governance model to improve nurse satisfaction and involvement with the electronic health record. The results reflect a positive impact on nurse satisfaction. Additionally, it revealed that nurses have a desire to be included in the quality of design, implementation, and sustainability of electronic documentation; [Article Title: Embracing Advanced Practice Providers: Creating a Culture of Retention Through Structural Empowerment/ Amanda Dean Martin, p. 281-285]

Abstract: Structural empowerment of a professional group is known to have positive benefits for employees and organizations. Advance practice providers (APPs) have historically been structurally disempowered and excluded from traditional power hierarchies in health care. As the number of APPs has grown over the past 10 years, the lack of empowerment created a system of disengagement and turnover. Through multiple efforts focused on structural empowerment, we have been able to create a culture of retention and engagement for APPs; [Article Title: Nursing Practice in the Digital Age/ Marla J. Weston, p. 286-289]

Abstract: An ongoing influx of technological breakthroughs and innovations will cause nurses to practice in an ever-changing landscape. These technological resources and societal changes will necessitate that nurses reexamine and redesign their practice. Nurses can embrace the impending changes and leverage technology to automate the routine activities of their practice and to support the complex data aggregation and integration necessary to understand their patients and communities. In that way, nurses can focus more of their cognitive expertise on the coordination, integration, and facilitation of care to promote healing and improved wellness of their patients and communities; [Article Title: Frameworks for Leading Frontline Innovation in Health Care: Failure, Microclimates, and Leadership/ Christi Zuber and Dan Weberg, p. 290-295]

Abstract: Leading innovation in health care requires the full participation of frontline nurses. Many times, nurse leaders struggle with how to include all members of the team in innovation activities and see innovation as a daunting radical change rather than it being inclusive of the incremental activities that happen naturally every day. This article describes tools and mindsets that nurse leaders can use to build innovation capacity in the frontline and the entire care delivery team through the use of microclimates, failure, and leadership actions
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