Features
23	Facing Up to Fallibility: A Manager's Guide to Ethical Decision-Making
	*Leah L. Curtin, RN, ScD(h), FAAN*
	This essay identifies specific managerial domains of decision-making and discusses the factors that obstruct or encourage good nurse managers and executives to act on their good intentions.
28	The New Nurse Manager: A Leadership Development Program Paves the Road to Success
	Kathleen Gallo, RN, PhD, MBA
	An integrated approach that builds skills through education, 360-degree feedback, mentoring, coaching, and action learning is fundamental to the professional development of the new nurse manager.
34	Making the Business Case for Nursing: Justifying Investments in Nurse Staffing and High-Quality Practice Environments
	*Sean P. Clarke, RN, PhD, CRNP, FAAN*
	Mounting strong cases for action plans, especially pinpointing anticipated outcomes by citing evidence in a manner that resonates best with relevant groups of stakeholders, will facilitate local and higher-level solutions to ensure high-quality care.
39	Expectation Management: The Subtle Art of Engagement
	*JoEllen Koerner, RN, PhD, FAAN*
	A core competency of the frontline nurse manager is to guide the workforce in a synergized effort toward shared outcomes; to do this, they must influence others to believe that their direction and focus is useful.
44	Role-Based Nurse Managers: A Linchpin to Practice Excellence
	*Maria W. O'Rourke, RN, DNSc, FAAN, CHC*
	This view requires know-how related to building an infrastructure that supports role-based professional practice so that the unique contribution offered by each profession can be brought to bear on finding best practice solutions to the patients' health care problems.
50	Transforming Care at the Bedside: A Doorway to Empowerment
	*Barbara Popkin, RN, MA, Barbara Callahan, MSN, APRN BC, ANP, CNS, Kerri Scanlon, RN, MSN, ANP, and Maureen White, RN, MBA, CNAA*
	The premise of this Long Island hospital project centers on the care delivery model in the medical-surgical units, which is the portal of entry for several new graduates. The components of this project redesign care in order to enhance patient outcomes, improve staff vitality, and reduce costs.
54	Nurse Manager as Culture Builder
	*Marie Manthey, MNA, FRCN, FAAN, PhD (hon.)*
	This article presents four major strategies that nurse managers can use to build a strong workplace culture, a culture within which the staff can learn grow and change.
Cover
12	LEADER TO WATCH
	Mauri Williams, RN, MBA, MHA
	Franklin A. Shaffer, EdD, RN, FAAN
Columns
4	Editorial
	It's Not OK
	Roxane Spitzer, PhD, MBA, RN, FAAN
5	Correction
	Notice of Retraction
	Toward a Greater Understanding of Health System Nursing Organizations and the Role of the CNO, Arnold L., et al.
6	Lessons Learned
	Coaching for Interpersonal Skills
	Katherine Vestal, RN, PhD, FAAN, FACHE
10	The Coaching Forum
	The Vulnerable Leader
	Catherine Robinson-Walker, MBA, MCC
American Organization of Nurse Executives
15	Recovering from a Regulatory-agency Induced Closure of a Patient Care Area and Emerging as a Re-Energized and Operationally Excellent Organization