This book offers leadership lessons for aspiring nurse leaders from luminaries in business, medicine, philanthropy, government, academia, research, and health care. It offers practical advice, lessons learned, and testimonials as to how nurses can prepare themselves for leadership, which in turn, will help them to provide exceptional patient care. As per the report of the Institute of Medicine (IOM) and the Robert Wood Johnson Foundation (RWJF), the heightened roles of the professional nurse allow nurses of all practices to more fully develop their leadership skills. Nurse leaders are moving the interprofessional collaboration agenda forward by serving in key leadership positions. A nurse leader who led public research in the Kent State University and Bowling Green State University challenged the common perception that successful leaders are born, complete with the requisite temperament and talents. Nurses who play leadership roles can fill in research on health care policy formulation and implementation that will change the course of health care payment, delivery, and quality. The book discusses nurse research leadership from an economist’s perspective, hiring leaders to understand leadership, and nursing leadership lessons from an association executive’s perspective, from a physician’s chief executive officer’s perspective, from a nursing friend’s perspective and from a collaborative team’s perspective. The book also highlights nursing leadership’s contributions to safety and quality, how leadership can usher in health reforms and achieve better health for all people, and advancing the cause of transformational nurse leadership.

The author of this book has effectively filled many roles in her career: psychiatric nurse, educator, dean, policy maker, president, chair, author, leader, mentor and, as the author would proudly note, gadfly. There are two roles in which the author has particularly distinguished herself and serve as the foundation for the second edition of her book, The Growth and Development of Nurse Leaders. The first is leader and the second is mentor. In this book, the author blends the roles of leader and mentor. To this end, the author predictably offers practical insights into effective leadership strategies—some to be expected in books on leadership, such as strategic planning, relationship building, mentoring, giving feedback, building a community of learning, using and portraying data, and securing resources. Other topics are more surprising and thought-provoking, such as recognizing and managing the shadow side of our personalities, neediness and failure as a leader, pretending as a leadership strategy, managing anger, and “the vision thing”. As to mentoring, when the author was president-elect of STTI in the mid-1980s, she introduced the concept of “orchestrating a career,” and has presented often—and popularly—on this topic. In the ensuing years, the author has written about the various career stages, encouraging nurses (and women) to be optimistic and exert leadership to enrich their own experiences and those of others, taking the long view. The author speaks about nurse as careerist and, in the book, outlines her model on career stages and mentoring needs with its five stages (from preparation through being a gadfly, or wise woman). The book offers a cumulative reflection on the career-long journey of a leader and mentor who has achieved international impact. It offers each of us, regardless of our career stage, profound insights into and options for our own journeys to effective leadership.

This book is a response to the need for nursing students to have resources about core Evidence-based practice (EBP) knowledge and competencies for each level of nursing practice degrees. It addresses critical essentials that nursing students must master as they move from one nursing degree level to the next. The book takes an inclusive view of EBP from the perspectives of direct care nurses, advanced registered nurse practitioners, healthcare systems leaders, researchers, and faculty. It aligns EBP content with specific Bachelor of Science in Nursing (BSN), Master of Science in Nursing (MSN), and Doctor of Nursing Practice (DNP) essentials outlined by the American Association of Critical-Care Nurses (AACN) and addresses leveling EBP process and content across curricula. The book is organized into four major parts containing 20 chapters. Part I: Conceptual Foundations of Evidence-Based Practice contains five chapters and provides readers with necessary foundational knowledge on which to build clinical decision-making skills based on the best available evidence. Part II: Designing And Implementing Evidence-Based Practice Projects contains six chapters that systematically explore the critical elements of conceptualizing, developing, implementing, and evaluating EBP projects. PART III: Science-Based Decisions and Evidence-Based Practice contains three chapters that emphasize the importance of translational research and quality improvement for the implementation and evaluation of EBP. The final part, Evidence-Based Practice: Empowering Nurses contains six chapters that address the importance of an EBP culture and structural empowerment strategies required to achieve and sustain a culture that fosters EBP.

Nursing’s issues are longstanding, unresolved, and troubling, and hurt their professional image and patient care. Support for nurses is readily available to make the necessary changes now, under the strong leadership of the nurse manager. In order to do so, however, the nurse manager’s role must change significantly and quickly. This book provides a quick access to hard-hitting insights and strategies for a back-to-basics approach to managing professional practice no matter what is happening around a nurse manager. It is divided into five parts. The first part addresses the need for nurse managers to change how they manage and lead in a changing practice setting. Chapters introduce evolving leadership and managerial practices, and discuss the new competencies that are no longer on the horizon but present for managers and staff. The second part discusses the reality that change is constant and continues to impact everyone. Chapters deal with the aura of uncertainty lurking in the corners of every workplace and how to help staff manage it and the intergenerational staff by deemphasizing generational differences. Another chapter describes the chaos and confusion that can erupt when staff members are caught in the middle between the old way and the new. The third part describes different situations and some of the fascinating characters whom the nurse manager will have the privilege of managing. In the fourth part of the book, term work-life balance is discussed, with an acknowledgment of the influence of recent literature suggesting that creating harmony and a sense of wellbeing in the workplace and at home is a realistic goal. The final part provides the list of the concepts and actions that can give managers a jumpstart.

This book on leadership and management includes all of the basic content that registered nurse (RN) -to- bachelor of science in nursing (BSN) students need. It is organized into 5 parts comprising 17 chapters. Part I provides introductory information such as leadership attributes, leadership and management roles in professional nursing, and foundational aspects of leadership. Part II discusses leadership skills that are essential to the practice of nursing. Those skills include handling stress, setting priorities, managing time, communication, accountability, delegation, teams, problem solving, decision-making, and confliict resolution. Given the need for nurses to lead us to a preferred healthcare future, Part III focuses on leading change. The book introduces the readers to the factors that influence organizational culture, innovation, change, power, politics, and managing quality and safety. Part IV concentrates on the business aspect of healthcare by reviewing how to manage human and fiscal resources. Finally, Part V of the book helps the reader to contemplate his or her evolution as a professional by discussing how to integrate leadership and management competencies into his or her nursing practice. Although one book cannot cover all aspects of leadership and management, our goal is to provide a core framework and useful skills and strategies to successfully lead nursing and healthcare forward. Each chapter of the book contains essential information that acknowledges the prior learning experience of the practicing nurse who is now an RN-to-BSN or RN-to-master of science in nursing student. Each chapter begins with a brief overview of specific leadership and management topics. The book presents case scenarios throughout the chapters to help readers apply the information to practical situations. It provides concise and application-based examples that help promote selfgrowth as a professional.

The intent of this book is to provide useful knowledge and practical applications to ease the work of leading or working in a hospital-based nursing research program. It contains principles that apply to all sizes of hospitals, as well as hospital systems that may be spread out over multiple states or be contained in one area. The book describes how nursing research provides new evidence for nursing practice that improves clinical outcomes, changes the culture of the organization, creates new leadership roles for nurses, offers opportunities for interdisciplinary collaboration, enhances patient safety, improves nurse and patient satisfaction, and leads to positive branding of the hospital and the nursing department. Nursing leadership can create (or support) a vision for nursing research based on the benefits that are central to the hospital’s strategic mission and goals. An essential element of setting the foundation and planning, growing, and nurturing a nursing research program is to demonstrate how the program aligns with the strategic plan (vision, mission, and goals) of nursing. The three foundational elements of strong nursing research programs personnel, intranet resources, and a nursing research department database are interconnected and should be available to the entire nursing department, including non-nurse providers and administrators, because important research questions can come from anyone on the team. The nursing research department database is an electronic system of input and storage of direct and indirect data important to the development, conduct, translation, and dissemination of nursing research.

With an emphasis on the qualities that have fostered strong nursing leadership, this book provides a unique perspective on the lives and achievements of the most revered nurses throughout history. It is comprised of biographies of many of nursing’s most important activist agents of change, with a focus on those characteristics that enabled them to accomplish their goals and implement changes that improved nursing, health, health care, and society. The first biography described in the book is of Florence Nightingale who achieved great social reform, designed hospitals, created medical recording systems, developed statistical approaches for public health management (in wartime as in peacetime), and designed a standardized nursing curriculum eventually used in training schools internationally. Mother Mary Frances Aikenhead decided to follow God’s call and offer her service as a nun and, in Ireland, led the ministry of caring for the poor during the devastating cholera epidemic. During the American Civil War, Clara Barton’s fame became so widespread that admirers across the country were eager to hear about her work. Margaret Higgins Sanger was a strong advocate for the cervical cap and diaphragm as birth control methods but had to overcome a number of obstacles before she could bring this method to the United States. The book also describes the work of Sister Elizabeth Kenny, Clara Louise Maass, Dorothea Lynde Dix, Lillian D. Wald, Mary Breckinridge, and Edith Louisa Cavell.

Encompassing the wisdom of both established and emerging nurse leaders, this book demonstrates proof of theory in action and the influence of our great nursing legacy on today’s luminaries as they carve out new terrain to benefit current and future health care needs. Readers are handed both a guidebook and compass for personal-professional growth through the intimate narratives of nursing’s most adventurous pioneers, boldest activists, and emerging voices. The book includes chapters from renowned leaders who discuss aspects of their professional contributions in detail and guide the reader to unleash his or her future potential through the lens of nursing. These deeply connect the reader to one of the main intentions of the book: to assert and validate that nurses and a nursing sensibility are vital for the continued evolution of humanity and to ensure that dignity, humane caring, and compassionate, courageous leadership continue to pave the path for the profession and beyond. The book also encapsulates the experiences, messages, work to date, and future directions of accomplished and inspiring nurses who are continuing the conversations started by those who have laid the groundwork or claiming a new domain with which readers can coidentify. It further provides alternate views of nursing as a discipline, promoting leadership capacity for the reader and encouraging individuality and authenticity in nursing praxis.

This book is the first resource to compare the experiences of nursing academic leaders among public, private, and for-profit institutions for nurse educators of all experience levels and ambitions. The introduction analyzes why it is important to know how public, private, and for-profit educational organizations operate and why nurse educators and academic leaders should take the time to learn this information. The book comprises 11 chapters. The first chapter explains the structures and processes of these organizations. The second chapter offers concrete suggestions and tips for successfully applying for a nursing faculty position in each of these organizations. The third chapter does the same for seeking an academic leadership position. Chapter four explains and discusses the nuances of fund-raising and advancement. Chapter five discusses recruiting and managing qualified and diverse faculty and staff as it is challenging and processes vary depending on the type of institution. Marketing and public relations are increasingly important in both faculty and leadership positions. Chapter 6 explores these topics. Chapter seven offers tried-and-true suggestions for developing and sustaining clinical partnerships and faculty practice in nursing education. Chapter eight discusses budgeting and allocation of resources. Academic leaders especially must be knowledgeable in these areas. Chapter nine discusses maintaining nursing education standards via accreditation processes and board of nursing approval. Each author has extensive experience with this and is eager to share lessons learned. Chapter ten explores how to encourage faculty and staff to think innovatively and describes similarities and differences pertaining to international study among the three types of institutions. Finally, the conclusion chapter shares the authors’ visions for the future in public, private, and for-profit schools of nursing.

This book is for nurse leaders of the future. It speaks to clinicians who are experts in patient care and are now on a path toward leadership. Several clinician leaders offer their insights in their chapters, while other scenarios and examples drawn from practice appear throughout the book. This book is offered as a resource to those embarking on a journey toward transformational leadership. This work is neither a comprehensive encyclopedia for healthcare leadership nor a traditional text in nursing management. Rather, its purpose is to identify some key issues related to leadership development and contexts for transformational leaders in healthcare. The book is meant to introduce the clinical expert to important issues in their own aspirations toward becoming a leader. It provides a guide to focused current literature and experts on a variety of issues that healthcare leaders face. In this third edition, the authors have made changes to update the messages for present-day and future readers. This new edition expands the scope of leadership to encompass emerging healthcare contexts, transformation of vision, and practice innovations; presents a new chapter describing emerging contexts for healthcare and how to build a respectful culture in which emerging leaders can thrive; and includes a new chapter addressing transformative leadership vis-à-vis changing health care perspectives. It also presents cases and reflective questions that help students apply the theoretical content to their own situations and generate discussion across cohorts of students.