The Institute of Medicine report The Future of Nursing
1
calls for the development of nurse leaders who possess the necessary skills to act
as “full partners” with physicians and other professional colleagues in leading change
and improving health outcomes. In contrast to the historical advancement of the nurse
leader from expert clinician to frontline manager specializing in microsystem oversight,
today’s nurse leaders must rapidly develop comprehensive leadership skills inclusive
of macrosystem concepts. As the number of nurses choosing leadership as a career is
in decline, the profession is even more so at risk from a significant number of experienced
leaders, clinicians, and educators who plan to leave practice in the years to come.
2
Organizations are faced with the challenge of identifying future leaders and fostering
the professional development of managers who are capable of ensuring quality care,
financial viability, and patient satisfaction in an environment that is increasingly
complex.
3
,
4
Significant human and financial losses can ensue when newly appointed leaders fail
to adjust to their new roles, making leadership transitions a topic of urgent importance
in the healthcare industry.
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References
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Article info
Footnotes
Note: This study was funded in part by Sigma Theta Tau International Honor Society of Nursing, Lambda Gamma Chapter, Rohnert Park, California.
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Copyright
© 2015 Mosby, Inc. Published by Elsevier Inc. All rights reserved.
