| Features |
| 20 | Be Still and Listen, Be Still and Know |
| | The Essence of Leadership during Career Path Transitions |
| | Ingrid Bachtel, RN, MAOM |
| | The 5 Cs of transformational leadership—character, courage, confidence, consistency, composite—in professional life apply to personal life, as well.
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| 23 | A Successful Transition: Urban Hospital Director to Rural Nurse Executive |
| | Robert L. Dent, RN, BSN, MBA/HCM, CHE |
| | The art of transition to a new CNE role requires three fundamental concepts: taking care of yourself, knowing and understanding people and resources, and building a focused strategy and setting clear expectations for accountability. |
| 26 | Shift Bidding Technology: A Substantial Return On Investment |
| | Laura Fortin, CNO/COO, and Kathy Douglas, CNE |
| | While many factors influenced the results, introducing bidding technology made a significant contribution and demonstrated that providing an equitable self-scheduling environment has many positive impacts on practice.
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| 29 | Nurse Leader as Coach |
| | Eric W. Heckerson, RN, MA, CHE |
| | Whether in a formal leadership role as a nurse manager or in an informal leadership role on a clinical unit, high-performing leaders focus on coaching and guiding others in their daily practice.
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| 32 | How Can Nurses Play a Role in Increasing Cultural Competence? |
| | Howard Ross |
| | Culture is a predominate force in shaping an individual's health and response to illness. For this reason, hospitals not only must provide excellent patient care, they also must be culturally competent, understanding different cultures and customs.
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| 34 | The Invention of a Nurse Leader |
| | Kristin Schmidt, RN, MBA, FACHE |
| | The successful leader, regardless of setting, has a strong foundation, talented mentors, and an ability to use resources to further her knowledge and set the stage of the future.
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| 37 | Implementing a Hospital-Based Nursing Research Program in 30 Days |
| | Linda Harrington, PhD, RN, CNS |
| | The results are increasing research efforts focused on patient care priorities and a decreasing gap between research and practice; more important is the impact on the quality of patient care.
|
| 43 | Leading Change: A Balancing Act |
| | Kerry A. Bunker, PhD |
| | By developing a style that effectively embraces paradox, nurse leaders will find the right behaviors, tone, and style for steering through times of difficult change and transition. |
| 46 | Staffing Incentive Programs to Meet Workforce Shortage Needs |
| | Patricia A. Witzel, MS, MBA, RN, Toni C. Smith, EdD, RN, FNAP, and Gail L. Ingersoll, EdD, RN, FAAN, FNAP |
| | A variety of innovative recruitment and retention programs at one hospital has resulted in significant cost savings to the institution and generated positive outcomes for patients and staff.
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| 49 | Full-Time Equivalents: What Needs to be Assessed to Meet Patient Care and Create Realistic Budgets |
| | Rose M. Rohloff |
| | Labor cost make more than half of all hospital costs, so it is important to accurately evaluate FTEs and then translate them into all actual labor expenses, cost per unit of service, and profitability. |
