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 Leader1541-461281February 2010 © 2010 Published by Elsevier Inc. All rights reserved. healthpermissions@elsevier.comhttp://www.nurseleader.com/article/PIIS1541461209003231/abstract?rss=yesTable of Contents10.1016/S1541-4612(09)00323-1Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-822http://www.nurseleader.com/article/PIIS1541461209002900/abstract?rss=yes Peter Drucker, PhD, the father of modern management, believed strongly in balancing achievement of the organizational mission with providing services on behalf of the community. He had a strong value system focused on ethics, emphasizing that businesses that achieve success also have a strong commitment to society. His various books and articles stressed the importance of the involvement of both external and internal stakeholders as critical components for long-term viability. This concept aligns closely with professional nursing's mandate to provide essential services for the population. The title of this article comes from a publication of the Drucker School of Management.Social Responsibility, The DNA of LeadershipRoxane Spitzer10.1016/j.mnl.2009.11.001Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Editorial66http://www.nurseleader.com/article/PIIS1541461209002961/abstract?rss=yes The concept of collaboration is well known and frequently discussed in healthcare. There is tacit agreement that providers and staff should collaborate to seamlessly meet the needs of patients and families. In fact, the expectation that everyone involved in the organization will collaborate on solving issues and providing services is usually a part of every leader's message to the employees. If this unity is believed to be a foundational part of operating a healthcare organization, why does it appear that we are not doing particularly well executing the concept?The Leader's Responsibility: Constructive CollaborationKatherine Vestal10.1016/j.mnl.2009.11.007Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Lessons Learned89http://www.nurseleader.com/article/PIIS1541461209002973/abstract?rss=yes Jeff walked out of his supervisor's office feeling good—mostly. He had just received his evaluation after a year on the job. Jeff is a nurse leader who holds a significant position in his health system, and he is very motivated to do well at work. He felt good because his review was very positive; on nearly every question with quantifiable measures, his manager said he exceeded expectations. She awarded him the maximum salary increase, even though the organization was facing difficult financial challenges. His manager's less formal comments were largely positive, too. She and the rest of nursing leadership realized the difficulty of Jeff's job, and he received high marks for his many achievements after just 1 year.The Problem with PerfectionCatherine Robinson-Walker10.1016/j.mnl.2009.11.008Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8The Coaching Forum1011http://www.nurseleader.com/article/PIIS154146120900295X/abstract?rss=yes Kathy Sanford is the senior vice president and chief nursing officer (CNO) for Catholic Health Initiatives (CHI), a national, nonprofit, health organization with headquarters in Denver, Colorado. CHI is a faith-based system that operates in 20 states and includes 78 hospitals; 40 long-term care, assisted- and residential-living facilities; and two community health services organizations. Many of you remember that Kathy served as president of the American Organization of Nurse Executives (AONE) in 2006. Kathleen D Sanford, DBA, RN, CENP, FACHERose O. Sherman10.1016/j.mnl.2009.11.006Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Leader to Watch1216http://www.nurseleader.com/article/PIIS1541461209003188/abstract?rss=yes The American Organization of Nurse Executives (AONE) invites you to join us in Indianapolis, IN, April 9–13, 2010, at the 43rd Annual Meeting and Exposition. The 2010 program includes a wide array of educational sessions that complement AONE's strategic goals to design future patient care delivery systems, promote healthful practice environments, improve quality and safety, build workforce supply/competency, develop leadership, and have a strong engaged membership. Meeting participants will learn the most up-to-date evidence-based research and practical applications that leverage advancement in the practice of nursing leadership. The AONE Education Committee has thoughtfully selected over 115 timely presentations and posters aligned into four educational tracks of patient safety and quality, health care delivery, technology, and workforce development. Join AONE in April for the 43rd Annual Meeting and Exposition10.1016/j.mnl.2009.12.001Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8AONE The American Organization of Nurse Executives1925http://www.nurseleader.com/article/PIIS1541461209002948/abstract?rss=yes A long with 29 other managers from all over the United States, I was invited to join an inaugural group to complete the 2008 AONE Nurse Manager Fellowship, a year-long professional development program that provided a rich environment of learning. The content in the fellowship is based on the Nurse Manager Learning Domain Framework (modeled from the Essentials of Nurse Manager Orientation). Faculty for the program included prominent nurse leaders and experts in nursing leadership and management. Preparing the Next Generation of Nursing Leaders: The AONE Nurse Manager FellowshipMark Ambler10.1016/j.mnl.2009.11.005Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Features2628http://www.nurseleader.com/article/PIIS1541461209002936/abstract?rss=yes The practice readiness and professionalism of new graduates are topics that generate lively discussion among nurse leaders in academic and practice settings. Although the phenomena of reality shock has been acknowledged as part of the new graduate transition for decades, evidence suggests that the problems with transition into practice are more serious today. New graduates can take their licensing examination within weeks of graduation and enter practice as fully licensed professional nurses almost immediately. Developing a Leadership Mindset in New GraduatesSusan Dyess, Rose O. Sherman10.1016/j.mnl.2009.11.004Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Features2933http://www.nurseleader.com/article/PIIS1541461209002924/abstract?rss=yes Although the nursing shortage is temporarily resolved in many locations, nurse leaders soon will confront great challenges with a shortage of professional nurses. According to the Bureau of Labor Statistics, by 2010, more than 51% of the workforce is expected to be age 40 years or older. By 2016, the average age of registered nurses (RNs) is projected to be 44.9. Nurses in their 50s will be the largest segment of the nursing population. Every 4 years since 1980, the U.S. Department of Health and Human Services conducts the National Sample Survey of Registered Nurses. Findings from the 2004 survey indicated that the average age of registered nurses was 46.8 years, and 41% of RNs were 50 or older. As can be seen from these numbers, the nursing workforce is aging and nearing retirement at an alarming rate. Retaining an Aging Workforce by Giving Voice to Older and Experienced NursesMichelle Kirgan, Susan Golembeski10.1016/j.mnl.2009.11.003Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Features3436http://www.nurseleader.com/article/PIIS1541461209002912/abstract?rss=yes Twenty-first century realities affecting healthcare are dramatically and radically changing the landscape for nursing practice. Much of the intensive and comprehensive professional and role development for the entire field of nursing grew out of the focused action of nursing leaders during the 20th century. These efforts directed to the development and maturation of the profession occurred in an industrial-era context, reflecting many of the values, constructs, and work processes of the age. Even the conceptual and contextual framework that guided the development of nursing thought, principles, and practices was grounded in the Newtonian processes that were the earmarks of the industrial age. The Case for Clinical Nurse Leaders: Guiding Nursing Practice into the 21st CenturyTim Porter-O'Grady, Joan Shinkus Clark, Marjorie S. Wiggins10.1016/j.mnl.2009.11.002Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Features3741http://www.nurseleader.com/article/PIIS1541461209001918/abstract?rss=yes I am employed as a lecturer at a School of Health Sciences in the South of England. My interest in the theory of decision making developed whilst undertaking a clinical decision-making module during my Master of Science program. I have since been a module leader for clinical assessment and decision making, teaching qualified nurses undertaking further study. My previous role in clinical practice as a senior sister/ward manager offered me the opportunity to undertake a leadership program. The ward manager's role encourages practitioners to make their decision making transparent. Do Leadership Skills Impact Clinical Decisions Made by Ward Managers?Tracey. A. Harding, Magi Sque10.1016/j.mnl.2009.07.011Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Features4245http://www.nurseleader.com/article/PIIS1541461209002158/abstract?rss=yes The growing amount of nursing research in healthcare organizations across the country compels nurse leaders to ask the question: What is my role in nursing research? This article is intended to illuminate answers to that question for nurse managers, directors, chief nursing officers (CNOs), and others. A model will be described that illustrates the continuum of roles related to nursing research and considerations for nurse leaders based on the organization's strategic direction for nursing. From Talking the Talk to Walking the Walk: The Role of Nurse Leaders in Nursing ResearchLinda Harrington10.1016/j.mnl.2009.08.004Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Features4649http://www.nurseleader.com/article/PIIS154146120900319X/abstract?rss=yes There is a perfect storm brewing in healthcare. The recent economic downturn has created considerable stress for healthcare systems and their employees. That stress will be exacerbated by the pending changes that healthcare reform measures are likely to bring. In addition, healthcare executives must contend with the looming shortage of nurses who will be needed to take care of the aging baby boomers. To fill those vacancies, leaders need to recruit and retain young people, who tend to have different expectations of how they will be treated in the workplace than the previous generation of nurses. Using Positive Psychology to Engage Your Staff During Difficult TimesThomas M. Muha, Jo Manion10.1016/j.mnl.2009.12.002Nurse Leader 8, 1 (2010)2010-02-01Nurse Leader2010-02-0181S1541-4612(09)X0007-8Features5054