Nursing leadership (Toronto, Ont.)
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Nurs Leadersh (Tor Ont) · Mar 2021
ReviewCOVID-19-Related Occupational Burnout and Moral Distress among Nurses: A Rapid Scoping Review.
The COVID-19 pandemic is placing unprecedented pressure on a nursing workforce that is already under considerable mental strain due to an overloaded system. Convergent evidence from the current and previous pandemics indicates that nurses experience the highest levels of psychological distress compared with other health professionals. Nurse leaders face particular challenges in mitigating risk and supporting nursing staff to negotiate moral distress and fatigue during large-scale, sustained crises. Synthesizing the burgeoning literature on COVID-19-related burnout and moral distress faced by nurses and identifying effective interventions to reduce poor mental health outcomes will enable nurse leaders to support the resilience of their teams. ⋯ Thematic analysis of selected studies suggests that nurses are at an increased risk for stress, burnout and depression during the ongoing COVID-19 pandemic. Younger female nurses with less clinical experience are more vulnerable to adverse mental health outcomes.
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Nurs Leadersh (Tor Ont) · Jan 2007
ReviewNurse practitioners in Canadian heart failure clinics: evidence to support their presence on healthcare teams.
There is presently an initiative in Canada to promote the role and implementation of nurse practitioners. Nurse practitioners have the ability to help close major gaps in our present healthcare system and thus improve healthcare services for Canadians. ⋯ Currently, only a small percentage of Canadian patients living with heart failure and their families are receiving the services that have proven effective in randomized trials. The addition of nurse practitioners in heart failure management outpatient clinics would improve the link between clinical research and practice, ensuring that the services patients receive are based on the evidence that is currently available.
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Nurs Leadersh (Tor Ont) · May 2004
ReviewCollaborative practice in health systems change: the Nova Scotia experience with the Strengthening Primary Care Initiative.
Recently attention has been focussed on the significance of primary care to the Canadian healthcare system. Nova Scotia. Like other provinces, is seeking ways to improve the healthcare that it provides within a financially constrained publicly funded system. ⋯ The authors discuss their perspectives on the challenges related to interdisciplinary collaboration in health systems change that were encountered during the planning and implementation of the SPCI. Although nurse practitioner Legislation has existed in Ontario and Newfoundland and Labrador for several years, many provinces are grappling with the challenges associated with the introduction of nurse practitioners and collaborative practice. This paper conveys the experience of one province and will be of interest to administrators, educators and practitioners elsewhere in Canada who are engaged in primary healthcare renewal.
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Nurs Leadersh (Tor Ont) · Mar 2004
ReviewPatient safety culture and leadership within Canada's Academic Health Science Centres: towards the development of a collaborative position paper.
Currently, the Academy of Canadian Executive Nurses (ACEN) is working with the Association of Canadian Academic Healthcare Organizations (ACAHO) to develop a joint position paper on patient safety cultures and leadership within Academic Health Science Centres (AHSCs). Pressures to improve patient safety within our healthcare system are gaining momentum daily. ⋯ In addition, the following six key areas for action are identified to ensure that AHSCs continue to be leaders in delivering quality, safe healthcare in Canada. These include: (1) strategic orientation to safety culture and quality improvement, (2) open and transparent disclosure policies, (3) health human resources integral to ensuring patient safety practices, (4) effective linkages between AHSCs and academic institutions, (5) national patient safety accountability initiatives and (6) collaborative team practice.