Nursing administration quarterly
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The current complex and rapidly changing health care environment calls for new approaches to leadership, particularly for clinical leaders as they assume greater responsibility for identifying and managing the clinical leverage points that create value. The chief nursing officer-chief medical officer dyad as a co-leadership model is one such approach. ⋯ On the basis of Catholic Health Initiatives experience, attention to the design of such partnerships is critical for their success, and a number of guiding principles have emerged. In addition, leadership development interventions, with attention to both the individual and the partnership, can play a critical role in supporting the evolution of strong and effective clinical dyads.
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Increasingly, stakeholders in the health care community are recognizing nursing as key to solving the nation's health care issues. This acknowledgment provides a unique opportunity for nursing to demonstrate leadership by developing clinical nurse leaders to collaborate with the multidisciplinary care team in driving evidence-based, safe quality, cost-effective health care services. One approach for nursing success is standardizing the entry-level education for nurses and developing a uniform professional development and career advancement trajectory with appropriate incentives to encourage participation. ⋯ The model for professional excellence and career advancement provides a framework that offers a clear path for researchers to examine variables influencing nurses' professional development and career advancement in a systematic manner. Professional Excellence and Career Advancement in Nursing underscores professional preparedness of a registered nurse as central to leadership development. It also describes the elements that influence nurses' participation in professional development and career advancement under 4 main categories emphasizing mentorship and self-efficacy as essential variables.
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Future chief executive officers (CEOs) in health care may very well be required to have clinical backgrounds. Nurses are in an excellent position to lead hospitals and health care systems through impending sea changes. ⋯ This framework needs to include a self-assessment and a personal development plan. Lessons learned offered to aspiring CEOs include insights and tools to make getting to the top achievable.
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As health care in the United States continues to evolve, more chief nursing officers are moving to the role of chief executive officer. This article describes lessons learned from a chief nursing officer who is currently serving as a chief executive officer of an academic medical center. Eight lessons are described followed by reflective questions encouraging the reader to reflect and begin to internalize the experiences of the past role of a chief nursing officer and their applicability to the potential future role of a chief executive officer. The eight lessons explored are as follows: (1) you know more than you think you know; (2) nursing is part of the picture, not the whole picture; (3) relationships matter; (4) trust your gut; (5) if you do not have the right team, change it; (6) simple is better; (7) use your accountability to the board to accomplish your goals; and (8) to serve the organization well, you must keep yourself at your personal best.
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American University of Beirut Medical Center is the first Magnet hospital in the Middle East. In this article, authors reflect back on the journey to excellence, specifically in establishing shared governance in a challenging cultural and organizational milieu. Perspectives from nurses at different levels are included to highlight their experiences throughout the journey. Evolution of the organization's shared governance model is described and initiatives of the councils are illustrated.