Professional Development All Resources
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Show description [+]This paper provides an overview of trends associated with global health care leadership development. Accompanying these trends are propositions based on current available evidence. These testable propositions should be considered when designing, implementing, and evaluating global health care leadership development models and programs. One particular leadership development model, a multilevel identity model, is presented as a potential model to use for leadership development. Other, complementary approaches, such as positive psychology and empowerment strategies, are discussed in relation to leadership identity formation.Specific issues related to global leadership are reviewed, including cultural intelligence and global mindset. An example is given of a nurse leadership development model that has been empirically tested in Canada. Through formal practice-academic-community collaborations, this model has been locally adapted and is being used for nurse leader training in Hong Kong, Taiwan, and Brazil. Collaborative work is under way to adapt the model for interprofessional health care leadership development.
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Show description [+]What does it mean in today’s healthcare environment and how can the formal leader the chief nurse executive (CNE) bring it to life?
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Show description [+]A global nursing leadership shortage is projected by the end of this decade. There is an urgent need to begin developing emerging nurse leaders now. This article describes the work of an academic-practice partnership collaborative of nurse leaders. The goal of the partnership is to develop and promote an innovative enhanced nursing administration master’s program targeted to young emerging nurse leaders, who have not yet moved into formal leadership roles.An action research design is being used in program development and evaluation. Qualities needed by emerging leaders identified through research included a need to be politically astute, competency with business skills required of nurse leaders today, comfort with ambiguity, use of a caring approach, and leadership from a posture of innovation.
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Show description [+]
Gain knowledge in leadership practices that result in healthy outcomes for nurses, patients/clients, organizations and systems.
This guideline addresses:
- System resources that support effective leadership practices and behaviours for formal leaders and nurses at the point of care
- Organizational culture, values and resources that support effective leadership practices and behaviours at all levels
- Personal resources that support effective leadership practices across the continuum of care
- Anticipated outcomes of effective nursing leadership
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Attention in the literature has been given to the critical state of nursing leadership development. There is a need to identify effective ways to sustain and develop nursing leaders. Mentoring has been identified as an invaluable tool to attract and retain new nurse leaders. Examining the concept of mentoring in nursing leadership provides a greater understanding of its importance in today’s healthcare system. The concept of mentoring will be analyzed using the framework developed by Walker and Avant.
A literature review was conducted to examine the current usage of the concept of mentoring. Consistent with Walker and Avant’s framework, defining attributes, antecedents, and consequences of mentoring have been identified. Further illustration of this concept is provided by describing model, borderline, related, and contrary cases. Demonstrating the occurrence of the concept of mentoring, Empirical referents will also be explored.
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Show description [+]The following framework is intended to illustrate Chief Nursing Executive (CNE) and Chief Nursing Officer (CNO) roles and responsibilities in the context of membership and participation at the senior management and Board table. This framework assumes that the CNE/CNO is responsible for nursing activities throughout the organization and reports directly to the Chief Executive Officer or Medical Officer of Health/Senior Management Team as a senior member of executive-level, decision-making management.While it is acknowledged that CNEs and CNOs are involved in significant decisions dealing with the day-to-day operational management of the organization or institution, it is the purpose of this document to emphasize enhancements to governance and leadership functions of the Senior Nurse Executive role afforded by new legislation, specifically the passage of the Excellent Care for All Act, 2010 and the formal designation of the CNO role in Ontario public health units.
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Show description [+]Skills in emotional intelligence (EI) help healthcare leaders understand, engage and motivate their team. They are essential for dealing well with conflict and creating workable solutions to complex problems. EI skills are grounded in personal competence, upon whichbuild the skills for social competence, including social awareness and relationship management. The leader’s EI skills strongly impact the culture of the organization.This article lists example strategies for building seventeen key emotional intelligence skills that are the foundations for personal and work success and provides examples of their appropriate use as well as their destructive under-use and over-use.
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Show description [+]Brief for the Canadian Nurses Association's National Expert Commission on The Health of Our Nation – The Future of Our Health System.The purpose of this brief is to recommend what is needed for health executives and senior leaders to effectively lead health system transformation in Canada. To develop a truly integrated patient-centred healthcare system, health leaders are called upon to work across boundaries related to organizations, professions, sectors, geography and jurisdictions.We offer the following recommendations to strengthen the role of executive leadership in transforming the Canadian healthcare system:
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Balance national vision and strategy with local flexibility
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Develop avant-garde executive leadership competencies
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Tap into expertise to develop executive leadership capacity and accelerate change
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Foster executive leadership continuity and succession planning
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Show description [+]This paper focuses on an emerging “avant-garde executive leadership competency recommended for today’s health leaders to guide health system transformation.Specifically, this competency is articulated as “state of the art communication and technology savvy,” and it implies linkages between nursing informatics competenciesand transformational leadership roles for nurse executive.The authors of this paper propose that distinct nursing informatics competencies are required to augment traditional executive skills to support transformational outcomes of safe, integrated, high-quality care delivery through knowledge-driven care. International trends involving nursing informatics competencies and the evolution of new corporate informatics roles, such as chief nursing informatics officers (CNIOs), are demonstrating value and advanced transformational leadership as nursing executive roles that are informed by clinical data.
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Show description [+]Nurses running hospitals is not new. Florence Nightingale could be considered the first hospital administrator. What is changing is the growth of RN chief executive officers (CEOs), from 10% in 2004 to 18% in 2010. Furthermore, nearly 20% of chief nursing officers (CNOs) aspire to be CEOs. Is this a natural growth of CNO to vice president of patient care services to chief operating officer . . . to RN CEO?The research on RN CEOs is very small. Therefore, the author set out to obtain a journalistic snapshot of Arizona’s 12 hospital RN CEOs through interviews. Of the 12, 3 were corporate CEOs at the system level, they saw over several hospitals, and 9 were CEOs over 1to 2 hospitals. This article discusses some of the finding from these interviews.
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