Transforming nursing through knowledge

Professional Development: Leadership

Leadership - is a shared responsibility with other nursing leaders and reflects both current and future decision making related to strategic and operational issues.
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    The Academy's objectives are:
    • Influence and participate in setting the directions for health care policy and dialogue in Canada
    • Contribute to the alignment and advancement of the national nursing practice, education, research, and leadership agendas
    • Develop strong strategic coalitions and partnerships with other health care leadership groups
    • Support the development of current and emerging executive nurse leaders in Canada
    • Provide a forum to discuss and share strategies related to nursing, education, research and leadership
    • Support the editor and the editorial board in providing the Canadian Journal of Nursing Leadership
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    An international network of nursing leaders: We keep you up to speed on nursing trends and best practices to help you adapt to them. Through our network, members have access to the best minds in the industry.
    The Advisory Board Company is a global research, consulting, and technology firm helping hospital and health system leaders improve the quality and efficiency of patient care. We provide strategic guidance, actionable insights, and comprehensive implementation and management services. Through our membership model, we collaborate with executives and their teams to find and implement the best solutions to their toughest challenges. 
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    The Institute of Medicine’s (IOM) report, The Future of Nursing: Leading Change, Advancing Health,  recommends that nurses should be full partners with physicians and other healthcare professionals to lead improvement and redesign healthcare in the United States.
    The report acknowledges that nursing leadership is critical at every level during the transformation of healthcare and being a full partner requires leadership skills and competencies. To ensure that nurses are able to assume leadership roles and leadership-related competencies should be imbedded and promoted for nurses, at all education levels and across the spectrum of healthcare settings.
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    Great leadership usually starts with a willing heart, a positive attitude, and a desire to make a difference. Strong leadership is important, in today’s health care climate, to ensure optimal patient outcomes and the fostering of future generations of knowledgeable, motivated and enthusiastic perioperative nurses.
    This article will explore key elements necessary for the development of authentic leadership. While highlighting the role that personal development plays in leadership skills, this article will also discuss ways to cultivate authenticity in leadership. The following questions will be addressed: What is authentic leadership? How does one become an authentic leader? 
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    NLN.ON is an interest group of the RNAO that inspires, promotes, and influences nursing leaders and nursing leadership through innovation, integration and collaboration.

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    The Canadian College of Health Leaders (CCHL), formerly known as the Canadian College of Health Service Executives (CCHSE), is a national, member-driven, non-profit association dedicated to ensuring that the country’s health system benefits from capable, competent and effective leadership.

    College members come from every health sector and region in Canada and are at varying stages of their careers. Members include students, and health leaders who work in a variety of environments including medical companies, health authorities, health consultants, multi-level care facilities, hospitals, public and private health agencies, health charities, the Canadian military and all levels of the Canadian government.

    With 21 chapters across the country, representing thousands of individual and corporate members, the College offers capabilities-based credentialling, professional development opportunities, and an extensive career network. Guided by a Code of Ethics and the LEADS in a Caring Environment Framework, the College helps individuals acquire the skills they need to change their own organizations and, ultimately, the health system.

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    The LEADS Collaborative  supports the growing interest in the adoption, integration and sustainability of the LEADS in a Caring Environment leadership capabilities framework across Canada and represents a partnership between the  Canadian College of Health Leaders ,  CHLNet ,  Royal Roads University  and Dr. Graham Dickson.
    The purpose of the LEADS Collaborative is to provide a trusted portal for LEADS products and services to support health care organizations develop, adopt and sustain leadership development programs within the LEADS framework. 
    The LEADS framework is a leadership capabilities framework representing an innovative and integrated investment in the future of health leadership in Canada.  It provides a comprehensive approach to leadership development for the Canadian health sector, including leadership within the whole-system, within the health organizations, and within individual leaders. 
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    The detrimental effects of burnout on nurses’ health and wellbeing are well documented and positive leadership has been shown to be an important organizational resource for discouraging the development of burnout. Intrapersonal resources also play a protective role against workplace stressors.

    This study investigated the influence of authentic leadership, an organizational resource, and psychological capital, an intrapersonal resource, on new graduate burnout, occupational satisfaction, and workplace mental health over the first year of employment (n = 205). Results supported the protective role of organizational and intrapersonal resources against burnout, job dissatisfaction, and mental health.

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    This report includes a literature scan and a pilot survey of the Community Health Nurses of Canada (CHNC) Board members and members of CHNC standing committees. The literature scan describes leadership issues and leadership development opportunities for public health nursing leadership. The survey includes examples of leadership development opportunities with respect to health equity and the social determinants of health (SDoH) experienced by CHNC members of the Board and its standing committees. A third component is the report of the preconference consultation carried out in June 2013. 
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    What does it mean in today’s healthcare environment and how can the formal leader the chief nurse executive (CNE) bring it to life?