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 © 2012 Published by Elsevier Inc. All rights reserved. Nurse Leader1541-4612101February 2012 © 2012 Published by Elsevier Inc. All rights reserved. healthpermissions@elsevier.comhttp://www.nurseleader.com/article/PIIS1541461211003259/abstract?rss=yesTable of Contents10.1016/S1541-4612(11)00325-9Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-322http://www.nurseleader.com/article/PIIS1541461211002965/abstract?rss=yes The more we examine the impact of the mortgage crises on our economic well-being, the more critical becomes a parallel issue known as the healthcare bubble. The growing costs of providing healthcare and the increases in premiums, copays, and deductibles create a gloom and doom scenario. Our middle class cannot afford the increase in taxes that the public sector may need, nor can we absorb any more costs in our broken healthcare system.Lessons From the Housing BubbleRoxane Spitzer10.1016/j.mnl.2011.11.010Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Editorial66http://www.nurseleader.com/article/PIIS1541461211002102/abstract?rss=yesDear Editor, I had the pleasure of reading Kathy Maragh's article “The Nurse Leader as a Change Agent and Role Model: Thoughts of a New Nurse Manager” (June 2011). This article was very intriguing because the author discussed the importance of a leader serving as a role model and being able to encourage and implement change. As a current nurse manager and aspiring leader, I am astounded to find literature that aids in the development of future nurse leaders; so astounded that I would like to include my thoughts on this article.Letter to the EditorApril Malone10.1016/j.mnl.2011.08.002Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Letter to the Editor99http://www.nurseleader.com/article/PIIS1541461211002977/abstract?rss=yes We have long had challenges in nursing to groom and persuade staff nurses to pursue and accept management roles. Staff nurses often comment that managers have difficult and pressure-filled jobs that involve long work hours and around-the-clock accountability. To be sure, middle managers feel the constant squeeze between being a member of administration and needing to support the needs of unit-level staff. The tension of this vice is wearing and often visible to those who interact with the managers, leading to the sense that the job is less flexible and less desirable than a staff role. It is no wonder that organizations face difficult odds to plan and orchestrate succession in nursing management roles.Why New Managers Fail: What Can We Do to Prevent It?Katherine Vestal10.1016/j.mnl.2011.11.011Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Lessons Learned1011http://www.nurseleader.com/article/PIIS1541461211002941/abstract?rss=yes This is a tale about Amy, a busy leader with a vexing challenge. For 11 months, Amy had been the director of an emergency room in a large urban hospital. She is a seasoned, skilled nurse leader who is well intentioned and inspired to do her best.The Downside of StorytellingCatherine Robinson-Walker10.1016/j.mnl.2011.11.008Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3The Coaching Forum1213http://www.nurseleader.com/article/PIIS1541461211002904/abstract?rss=yes RH: We both come from the same part of the country, one that is rich in nurse leaders. Can you tell me what brought you into nursing?Melissa Fitzpatrick, RN, MSN, FAANRobert Hess10.1016/j.mnl.2011.11.004Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Leader to Watch1418http://www.nurseleader.com/article/PIIS1541461211003156/abstract?rss=yesAnalyzing Nursing Perspectives on the Impact of Behavior Change Programs for Clinical Support Service Employees10.1016/j.mnl.2011.12.001Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3The Voice of Nursing Leadership™2124http://www.nurseleader.com/article/PIIS1541461211002916/abstract?rss=yes Confusion exists about the intent and focus of annual performance reviews (APR) compared with professional peer reviews (PPR). To ensure that both reviews are meeting organizational, professional, individual nurse, and patient needs, it's important to clarify the issues of ownership and intended outcomes for these processes. Understanding the purposes and expected outcomes can help managers move beyond what can feel like a dreaded task that yields a lot of paper work and little value to a meaningful process that can create individual, professional, and organizational success. Differentiating Peer Review and the Annual Performance ReviewVicki George, Barb Haag-Heitman10.1016/j.mnl.2011.11.005Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Features2628http://www.nurseleader.com/article/PIIS1541461211002898/abstract?rss=yes After climbing a great hill, one only finds that there are many more hills to climb. —Nelson Mandela For those on the Journey to Magnet Excellence™, the quest never really ends, although plateaus may periodically be reached. Magnet organizations must maintain constant forward momentum and consistently evolve. How does an organization that has achieved American Nurse Credentialing Center (ANCC) Magnet Recognition Program® status climb the next hill? It reaches the pinnacle by closely adhering to the 5 Model Components, which “are essential to the continued development of the nursing profession and to quality outcomes in patient care,” according the ANCC. Many More Hills to Climb: The Journey of Magnet™ OrganizationsKathleen Russell-Babin10.1016/j.mnl.2011.11.003Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Features3033http://www.nurseleader.com/article/PIIS1541461211002928/abstract?rss=yes “As director of our level I emergency department, I was called to a medical-surgical unit to perform service recovery for a newly admitted female patient who expressed dissatisfaction regarding her ED wait time. As I waited outside the room, I overheard a physician say to the patient and her family, “I'm sorry that you got stuck in that black hole of an ED.” Courtney Vose, RN, MBA, MSN, APRN Lateral Service to Deliver Better Patient CareCourtney Vose, Kim Hitchings, Beth Kessler, Jack Dunleavy, Anthony Ardire, Andrew Barsky10.1016/j.mnl.2011.11.006Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Features3438http://www.nurseleader.com/article/PIIS154146121100293X/abstract?rss=yes Support for shared governance has been accumulating in strength and numbers in recent decades. Now, more than ever, hospitals are actively initiating and evolving shared-governance programs as a vehicle for the practice of excellence in professional nursing, as demonstrated by the Magnet Recognition Program®. Shared governance provides the structure for development of professional nursing by articulating a mechanism for advocacy and influence of the staff nurse through all levels of nursing. Shared governance reinforces processes of professional excellence by empowering ownership of quality nursing practice and influencing both the work environment and administrative functions. The Alchemy of Shared Governance: Turning Steel (and Sweat) Into GoldJennifer I. Rheingans10.1016/j.mnl.2011.11.007Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Features4042http://www.nurseleader.com/article/PIIS1541461211002096/abstract?rss=yes The Institute for Nursing Healthcare Leadership (INHL) surveys have been designed as a series of research projects. They aim at taking an early step toward understanding nurse leader influence, knowledge, and success. Understanding the Nurse Executive and Executive Administrative Assistant RelationshipJeffrey M. Adams, Jeanette Ives Erickson, Marianne Ditomassi, Joyce C. Clifford10.1016/j.mnl.2011.08.001Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Features4445http://www.nurseleader.com/article/PIIS1541461211001789/abstract?rss=yes Violence in hospital emergency departments is a dangerous problem. The International Council of Nurses described this problem as a “world-wide epidemic” in 2008, and recent studies have clearly indicated that emergency nurses are particularly vulnerable to workplace violence. These abuses and assaults have a direct effect on staff morale, the amount of nonproductive work, and the length of staff employment in our emergency departments. Unannounced Mock Drills for Violent SituationsNicholas Alen Chmielewski, Dan Abbey10.1016/j.mnl.2011.07.001Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Features4647http://www.nurseleader.com/article/PIIS1541461211001571/abstract?rss=yes The purpose of this article is to provide managers and supervisors with the answers to some of the more difficult questions that are brought up during and after a layoff. Being prepared to answer these questions honestly may help ease the staff's wariness and resentment towards the organization. This article is not a “how to” guide to layoffs but rather a manager's perspective of a layoff and its impact on staff and leadership dynamics.Layoffs: Answering Those Tough QuestionsPerry Guthrie10.1016/j.mnl.2011.05.011Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Features4850http://www.nurseleader.com/article/PIIS1541461211001790/abstract?rss=yes Top athletes, businesspeople, and sports teams know that excellence is never an accident, so shouldn't the same be true in every profession? Excellence in nursing is something we strive for every day. How to Mentor and Be MentoredElspeth Raisbeck10.1016/j.mnl.2011.07.002Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Features5153http://www.nurseleader.com/article/PIIS1541461211002953/abstract?rss=yes In the early 1970s one of our northeastern hospitals had just suffered a long and bitter strike. No sooner was the strike over than the nursing administrator was fired, as usual. I had never worked in a union hospital, so it was with some trepidation that I applied for the position for which I was hired. I was pleased that I could gain the skill set that our changing world would require.What I Learned from a StrikeFranklin A. Shaffer10.1016/j.mnl.2011.11.009Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Sage Advice5656http://www.nurseleader.com/article/PIIS1541461211003375/abstract?rss=yes Hometown:Snapshot: Melissa Fitzpatrick, RN, MSN, FAAN10.1016/S1541-4612(11)00337-5Nurse Leader 10, 1 (2012)2012-02-01Nurse Leader2012-02-01101S1541-4612(11)X0008-3Leader to WatchE13E13