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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    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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    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 which 
    build 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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    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 competencies
    and 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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    The RNAO Governance and Leadership Self-Assessment is presented as a tool for Chief Nursing Executives (CNEs) and Chief Nursing Officers (CNOs) to use in identifying personal areas of strength and potential areas for growth. It is intended for personal use.
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    Creating the future for practice calls for a new view of leadership and the evidence to support it. Gathering practice and research stakeholder to clarify the frame for research and the future of
    practice is critical to building a preferred future. Focusing on gathering leaders and providing a frame for their dialogue and interaction around executive practice for the future is important to
    creating the appropriate skills and role characteristics to lead the profession into it.
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    In Canada, the nursing shortage is all encompassing, and nurse leaders are needed from the bedside to the boardroom. Healthcare organizations and the nursing profession lag behind the corporate sector in development of strategic leadership succession planning. Contemporary nurse leaders will require all the knowledge, skills, attitudes and competencies their predecessors can provide.

    Effective leadership development and succession planning will provide a climate that is conducive to the transfer of that knowledge. Providing leadership development opportunities within the context of succession planning will assist nurses to develop and nurture the leader within. A definitive strategic succession plan may mean the difference between success and failure for nurses and their organizations.

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    Supportive nursing leadership is important for the successful introduction and implementation of advanced practice nursing roles in Canadian healthcare settings. For this paper, we drew on pertinent sections of a scoping review of literature and key informant interviews conducted for a decision support synthesis on advanced practice nursing to describe and explore organizational leadership in planning and implementing advanced practice nursing roles.

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    This article discusses a unique educational partnership between nurse leaders and a university baccalaureate nursing program that nurtures future nursing administrators. structured mentoring process in which students are guided through an internship with nursing administrators and executives promotes development of a career focus, leading novices to a more mature role on their career journeys. 
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    The face of the healthcare CEO has been changing over the past decade, during which we have seen the emergence of a new breed in upper management, the clinical executive. These are healthcare professions who have often held previous leadership positions, such as chief nursing officer or VP of medicine, and whose career path has seen them progress towards the top job in their organization.

    In order to excel in management. these clinicians have had to develop broad skill sets that are not part of the traditional clinical curriculum.