Transforming nursing through knowledge

Professional Development: Practice

Practice - reflects the work a nurse executive performs together with staff related to the provision of direct care or services.
  • Show description [+]

    The Registered Nurses' Association of Ontario (RNAO) is the professional association representing registered nurses in Ontario.

    We are the strong, credible voice leading the nursing profession to influence and promote healthy public policy.
  • Show description [+]

    Upcoming Professional Development Events offered through RNAO

  • Show description [+]

    CNA is the national professional voice of registered nurses in Canada. A federation of 11 provincial and territorial nursing associations and colleges representing 151,404 registered nurses, CNA advances the practice and profession of nursing to improve health outcomes and strengthen Canada’s publicly funded, not-for-profit health system.

  • Show description [+]

    The Dorothy Wylie Nursing / Health Leaders Institute is a two-part, 7-day, inter-professional, residential leadership Institute with a variety of highly respected speakers and facilitators.

    Winner of the OHA/Longwoods/Microsoft Ted Freedman Award for Innovation in Education in 2003, the Dorothy Wylie Nursing / Health Leaders Institute brings together health care leaders from across Canada at the Bank of Montreal’s Institute for Learning for a concentrated program of study of leadership principles, models, behaviours, skills, and tools.

  • Show description [+]
    A Resource Guide for Implementing Nursing Mentorship in Public Health Units in Ontario. 
  • Show description [+]
    Society is also changing rapidly. The working population is ageing, and the values and expectations of consumers, employees, and 
    communities are shifting. The general public places greater emphasis on holding business to account for the consequences that their production and market choices have for the community and the environment. This, in turn, requires business to demonstrate transparency in their dealings—though accredited standards, benchmarking, and the sustainability and ethics of their business practices.
    There are of course many ways for productivity and innovation to be improved. One important means is through the management and
    leadership of our workplaces. Good leadership and skilled management have been shown to have significant positive effects on 
    productivity, profitability, and the ability of organisations to adapt and change to meet emerging challenges.
    These challenges require a different set of management skills and capabilities: they will require management to be flexible, adaptive, and transparent. They will require industry leaders to see innovation as a core priority at the board level. Innovation is also increasingly dependent on the creativity of individuals—managers, employees, stakeholder representatives—and their ability to work collaboratively. 
    This implies that workplace leadership will not reside in senior management alone, but will come from interactions among managers, work teams, and employees, as well as employee representatives, all of whom bring new ideas and new ways of doing things to the task of improving workplace outcomes. This will involve new management approaches based on investments in skills, opportunities for employee voice and engagement in the workplace, and quality jobs that provide incentives for employees to contribute. 
    Understanding these challenges and identifying ways of responding to them is the primary aspiration of the Centre for Workplace
    Leadership. Established in June 2013, the Centre brings together efforts of industry, government, and academia in locating new ways of improving the competitiveness, innovation, and productivity of Australian workplaces. 
    This review of research on the role of leadership in contributing to better workplace outcomes has been the first research task of the 
    Centre. It is intended to inform future activities by identifying what is already known and the gaps in research. It also identifies opportunities for new and innovative leadership development programs that can assist Australian workplaces to develop management and leadership capabilities required to meet current and future challenges. 
  • Show description [+]
    This is the fourth article in a series on leadership, coordinated by the American Organization of Nurse Executives (AONE).
    All nurses have the potential to be leaders. Nurse managers can help to nurture their ability by providing individualized coaching and by supporting a unit structure and culture that encourages shared responsibility and collaboration. In this setting, nurse managers can often engage nurses in the professional development process before they even identify their own leadership potential.


  • 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.
  • 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.
  • 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:
    1. Balance national vision and strategy with local flexibility
    2. Develop avant-garde executive leadership competencies
    3. Tap into expertise to develop executive leadership capacity and accelerate change
    4. Foster executive leadership continuity and succession planning