Nurse Leader RSS feed: Current Issue. Nurse Leader provides the vision, skills, and tools needed by nurses currently in, or aspiring to, leadership positions. The bimonthly journal provides nurses with practical information in an easy-to-read format - offering the knowledge they need to succeed. It pulls together insights from a broad spectrum of successful management and leadership perspectives and tailors the information to the specific needs of nurses. Columns include The Coaching Forum and Lessons Learned. http://www.nurseleader.com/?rss=yesElsevier Inc.en © 2010 Published by Elsevier Inc. All rights reserved. Nurse Leader1541-461284August 2010 © 2010 Published by Elsevier Inc. All rights reserved. healthpermissions@elsevier.comhttp://www.nurseleader.com/article/PIIS1541461210001655/abstract?rss=yesTable of Contents10.1016/S1541-4612(10)00165-5Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-022http://www.nurseleader.com/article/PIIS1541461210001205/abstract?rss=yes A recent article in the Harvard Business Review included an intriguing statement that there are “too many leaders and not enough managers.” We have focused so intently in the past several years on developing leaders that my concern is that we in nursing are abandoning management development. This is not to suggest that leadership development is unimportant; rather, it is to stress that without skilled, well-prepared managers in the workplace, leaders cannot achieve superior execution of the organizational strategy. Donald Sull in the same articles states, “that middle managers have aspired to leadership, often disdaining the nuts and bolts of general management” and that business schools have dropped general management courses in favor of leadership offerings. In my experience with new managers, this phenomenon seems alive and well—most of them complain that they do not have the daily skills required to run a unit.Let's Not Forget About ManagementRoxane Spitzer10.1016/j.mnl.2010.05.005Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Editorial66http://www.nurseleader.com/article/PIIS1541461210001850/abstract?rss=yesDear Editor, I belong to the National Association of Clinical Nurse Specialists listserv, and the clinical nurse leader (CNL) role came up in a discussion. One of the listserv members referenced the article, “The Clinical Nurse Leader: A Catalyst in Community Healthcare Transformation” (April 2010 Nurse Leader) and told us that the CNL was described as an “advanced practice nurse generalist.” I decided to check out the article for myself, and sure enough, it does classify CNLs as advanced practice nurses.Letter to the EditorChristine Duran10.1016/j.mnl.2010.07.001Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Letter to the Editor88http://www.nurseleader.com/article/PIIS1541461210001588/abstract?rss=yes Nurse leaders today are juggling hundreds of balls simultaneously and somehow managing to keep their areas of responsibility moving forward. While it may appear to some that this is not so hard to do, it is only because nurse leaders tend to make it appear effortless to others but internally struggle constantly with the pressures and expectations of an increasingly complex role. Often managers express that they do not think they are doing a very good job or that they feel at risk of being fired. In most cases, the total opposite is true. The manager's boss expresses that the manager is a star or is doing well in the role. It is curious how such dissonance can exist and that feedback on performance is obviously not adequate to instill confidence in the manager as she or he moves forward.Managing Your Talent ForwardKatherine Vestal10.1016/j.mnl.2010.06.001Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Lessons Learned1011http://www.nurseleader.com/article/PIIS1541461210001187/abstract?rss=yes Laurie is challenged with finding and keeping good managers. As a vice president of a community health system, she understands the critical importance of this leadership function. Yet, despite her other strengths, Laurie is consistently unable to groom, guide, and evoke the best from the gifted nurses who report to her.Emotional Intelligence and Performance ManagementCatherine Robinson-Walker10.1016/j.mnl.2010.05.003Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0The Coaching Forum1213http://www.nurseleader.com/article/PIIS1541461210001229/abstract?rss=yes TPOG: It's been great working as a colleague with you in the arena of nursing shared governance and noting your significant contribution to that research. Tell me, Bob, what was it that originally brought you to nursing?Robert G. Hess, Jr., PhD, RN, FAANTim Porter-O'Grady10.1016/j.mnl.2010.05.007Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Leader to Watch1418http://www.nurseleader.com/article/PIIS1541461210001746/abstract?rss=yes HometownSnapshot: Robert G. Hess, Jr., PhD, RN, FAAN10.1016/S1541-4612(10)00174-6Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0e4e4http://www.nurseleader.com/article/PIIS154146121000159X/abstract?rss=yesAONE Guiding Principles for the Role of the Nurse in Future Patient Care Delivery10.1016/j.mnl.2010.06.002Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0American Organization of Nurse Executives2125http://www.nurseleader.com/article/PIIS1541461210001606/abstract?rss=yesThe AONE Nurse Manager Fellowship Program10.1016/j.mnl.2010.06.003Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0American Organization of Nurse Executives2626http://www.nurseleader.com/article/PIIS1541461210001242/abstract?rss=yes Nurses are regularly celebrated as creative, resourceful professionals who are able to make things work when few others can. The ability to create and implement workarounds to speed up processes is a common practice that has not been studied in depth. In spite of the perceived value of workarounds, one wonders if there is a dark side to workarounds. Workarounds may, in fact, be an obstacle to progress, an obstacle to achieving practice excellence, and may present a false sense of effectiveness. Further study is needed to determine whether workarounds are creativity gone awry. Workarounds: The Hidden Pathway to ExcellenceCathy Lalley, Kathy Malloch10.1016/j.mnl.2010.05.009Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Features2932http://www.nurseleader.com/article/PIIS1541461210001175/abstract?rss=yes The business world has long seen the necessity of dedicated and focused leadership development. Approaches range from self-contained internal academies or institutes, such as Disney, to organizational development departments that engage outside experts when needed. Organizational success depends on strong leaders prepared to meet industry challenges and lead effectively in the face of uncertainty. As three staff from the Center for Creative Leadership noted in a recent article, “Research shows that organizations that invest in human capital development (including leadership development) see a significant return in terms of stock prices.” Hoeger et al. recently published a case study of an organizational development (OD) department that worked effectively with nursing leaders to prepare for the future. Investing in Leadership: An Unwavering PriorityDana Nicholson Bledsoe, Catherine Robinson-Walker10.1016/j.mnl.2010.05.002Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Features3336http://www.nurseleader.com/article/PIIS1541461210001230/abstract?rss=yes The bedside nurse has been hampered in clinical decision making by several factors. As the amount of evidence-based information grows, the inability for the human mind to read, absorb, store, and recall the incredible amount of information necessary for effective clinical decision making becomes an impossible task. Consequently, the nurse is faced with a lack of evidence-based information at the point of care when needed and is handicapped by the fact that it takes 17 years to implement research into practice. A Clinically Intelligent Nursing Care System: What the CNE Needs to KnowKarlene M. Kerfoot, Faye H. Zwieg, Flo Mielcarek, Jean Beaudette10.1016/j.mnl.2010.05.008Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Features3740http://www.nurseleader.com/article/PIIS1541461210001254/abstract?rss=yes The challenges of career advancement for women have existed for some time yet seem to be taking different forms as the workplace evolves. Women have certainly made advancements in the corporate world, but there is still a significant dearth of women at the top echelons of organizations. Does that mean the glass ceiling still exists? Or has it been shattered? Or more likely, is that metaphor no longer appropriate to describe the barriers and challenges women face as they advance their careers? Secrets of the Labyrinth: Insights Into Career Advancement for WomenKathryn J. McDonagh10.1016/j.mnl.2010.05.010Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Features4143http://www.nurseleader.com/article/PIIS1541461210001163/abstract?rss=yes The nurse educated in a doctorate of nursing practice (DNP) program has a particularly difficult challenge in today's healthcare environment because the degree is a relatively new educational pathway. With regard to its infancy and the growing numbers of DNP-prepared nurses comes the uncertainly of what this educational preparation will bring to practice and academia. DNP-prepared nurses are frequently asked about precisely what the degree has to offer and how this preparation is different from the traditional PhD. Many DNP-prepared nurses in academia are beginning to move through the traditional academic process of promotion and tenure. Innovation and Learning: Creating the DNP Nurse LeaderKathryn Lothschuetz Montgomery, Tim Porter-O'Grady10.1016/j.mnl.2010.05.001Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Features4447http://www.nurseleader.com/article/PIIS1541461210001199/abstract?rss=yes Today's healthcare industry is no longer well defined, and traditional strategies and tools do little to adequately respond to the rapidly changing environment. Globalization, technological innovation, regulatory restructuring, demographic shifts, and environmental pressures have all conspired to continually redraw the competitive landscape. Rather than create specific strategies for success, we propose that healthcare leaders focus on creating the conditions that will engage and allow the organizational participants to successfully adapt and respond to the ever-changing landscape. Creating the Conditions for Breakthrough Clinical PerformanceKathy Scott, Jennifer S. Mensik10.1016/j.mnl.2010.05.004Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Features4852http://www.nurseleader.com/article/PIIS1541461210001217/abstract?rss=yes Although most nurses do not enroll in nursing school with an ambition to become a senior executive, the advantages of having a nursing professional in a C-suite position are vast. Strong, self-confident, and seasoned nurse leaders have a distinct advantage leading healthcare organizations in that they understand patient care delivery, are able to engage and bring key stakeholders to the table to solve issues, understand the complexities and interdependency of clinical caregivers, possess fine-tuned critical thinking skills, and have a natural tendency to put patients at the center of decision making. Nurse Leaders Ascending to the C-Suite: A Top Ten List for InterviewingJolene Tornabeni, Brian Barton10.1016/j.mnl.2010.05.006Nurse Leader 8, 4 (2010)2010-08-01Nurse Leader2010-08-0184S1541-4612(10)X0004-0Features5356