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Your search for all content returned 191 results

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  • Recovering the Lost Art of NursingGo to chapter: Recovering the Lost Art of Nursing

    Recovering the Lost Art of Nursing

    Chapter

    Nursing practice is a symbiotic relationship between the art and science of professional care. One cannot exist in isolation from the other. Nurses are inclined to connect the art of nursing with terms such as compassion, caring attitudes, the therapeutic relationship, presence, professionalism, advocacy, and competence, otherwise known as the “soft or caring side of nursing”. The greatest threat to the disappearance of the art of nursing lies with the perceived “big three”: time, fiscal restraint, and failure of the system to support a full staff of nurses, so those employed are working at full capacity. It is important to recognize that different practice settings have varying needs. One size does not fit all. Yet the requirements for nursing assessments, developing a plan of care, coordinating care with other health care providers, implementing interventions, and evaluating care outcomes are a requirement of all.

    Source:
    Fast Facts for the Clinical Nurse Manager: Managing a Changing Workplace in a Nutshell
  • Nursing: A New ParadigmGo to chapter: Nursing: A New Paradigm

    Nursing: A New Paradigm

    Chapter

    The author, Martin Alpert, presents a method by which individual nurses can be independent, improve patient care, have fun, and earn more money. He proposes that the nursing profession become the leader in a shift to sustainable, least invasive therapies and evaluations (LITE). LITE represents a major profit opportunity for nurses. Many of these new therapies require medical professionals, but not necessarily doctors. They can be administered by dedicated and trained nurses. The impact of LITE on the global society of nursing leading this area of medicine could be transformational for nursing, medicine, and society. Nursing could lead in diagnosis and treatment under the LITE paradigm. Acupuncture is becoming part of conventional therapy. It can be a part of nursing practice. Recently, the World Health Organization estimated that 80” of people worldwide rely on herbal medicines for some part of their primary health care.

    Source:
    Nursing Leadership From the Outside In
  • Nursing Leadership: Contributions to Safety and QualityGo to chapter: Nursing Leadership: Contributions to Safety and Quality

    Nursing Leadership: Contributions to Safety and Quality

    Chapter

    As a clinical pharmacist, Al Patterson has shared-many experiences with nurses; he reflects on the key dimensions of nursing leadership and describes the similarities between the professions of pharmacy and nursing. He believes that nursing leaders recognize the societal responsibility inherent in their role, and the professional responsibility to provide the most meaningful care to each patient and to structure the environment to ensure safety and quality. There are several things that stand out to me as examples of the transformational nature of nursing leadership: patient advocacy, professional development, and most important, the focus on quality and safety. Initially many department leaders volunteered staff for quality advisor (QA) training, and over 160 teams were formed to address a wide array of problems. Central to the concepts of shared leadership/shared governance is the recognition that the profession must continually improve itself.

    Source:
    Nursing Leadership From the Outside In
  • Hiring as a Pathway to Understanding LeadershipGo to chapter: Hiring as a Pathway to Understanding Leadership

    Hiring as a Pathway to Understanding Leadership

    Chapter

    Karen Gross shares eight lessons learned about leadership that occurred not from leading per se but from the process of hiring an academic nursing leader. The search now successfully concluded gave her an opportunity to reflect on what type of health care leader they were seeking at Southern Vermont College (SVC). Although not a health care professional, she spent more than 15 months thinking about leadership in the context of nursing. The whole search process from creating the job description to identifying a quality candidates’ pool to interviewing and ultimately selecting a divisional chair to helping the successful candidate see the fit with the institution allowed her to consider what qualities are critical to nursing leadership within the academy. In an interesting way, the search for a leader in nursing enabled her to think more effectively about leadership, and in the world of unintended consequences, made her a better leader.

    Source:
    Nursing Leadership From the Outside In
  • Summary and Future DirectionsGo to chapter: Summary and Future Directions

    Summary and Future Directions

    Chapter

    Nurse leaders should be poised for change. One of the common themes across entries was that nurses are central to the changes occurring in health care and that they should seize the opportunities to be in charge of the redesign of the U.S. health care system. There was another strong theme that permeated the entries: that of the knowledge necessary for nurse leaders in health care delivery. To assume leadership roles in a new delivery system, nurse leaders are advised to understand policy and finance and the roles of all team members. Furthermore, leadership must be about the organizational goals, not one’s individual goals. Self-knowledge is essential, including the understanding of how you are reflected in the eyes of others. A high level of self-confidence is essential for leadership. Other important developmental needs for nurse leaders include quantitative skills and technological expertise, including electronic and digital forms of communication.

    Source:
    Nursing Leadership From the Outside In
  • IntroductionGo to chapter: Introduction

    Introduction

    Chapter

    The increasingly more complex, diverse, and interdisciplinary facets of the health care system prompted the Institute of Medicine (IOM) and the Robert Wood Johnson Foundation (RWJF) to join together and assess the current state of health care, thus issuing a “call to action” by the nursing profession. This monumental report challenges nurses to practice to the full extent of their training, transform health care and improve research and information systems. The heightened roles of the professional nurse allow nurses of all practices to more fully develop their leadership skills. The author’s, Greer Glazer, personal and professional life changed when she was notified by the RWJENF Program that she was a finalist for their leadership program. Doctor of Nursing Practice (DNP) programs are designed to prepare nurses for the highest level of leadership in practice that is innovative, evidence based, and reflects application of research.

    Source:
    Nursing Leadership From the Outside In
  • Philanthropy and Nursing LeadershipGo to chapter: Philanthropy and Nursing Leadership

    Philanthropy and Nursing Leadership

    Chapter

    Kate Judge’s first glimpse of nursing leadership in action came the day she arrived at the University of Pennsylvania School of Nursing for an in-person interview to lead Penn Nursing’s development and alumni relations program. During her 8 years at Penn Nursing, she collaborated with a number of faculty members who were gifted in attracting philanthropy. Leadership in philanthropy combines a deep personal moral purpose and the perfect balance between impatience for immediate impact and a desire to achieve long-term outcomes. To be a nurse leader in philanthropy, one must expose oneself to other values, interests, and priorities. Nursing can assume a larger role in tomorrow’s health care delivery if it commands a larger portion of U.S. and global philanthropy. Finally, to be leaders in philanthropy, nurses need to educate themselves about the larger world and the values and issues that resonate with donors.

    Source:
    Nursing Leadership From the Outside In
  • Nurse Leadership in the Managed Care SettingGo to chapter: Nurse Leadership in the Managed Care Setting

    Nurse Leadership in the Managed Care Setting

    Chapter

    The care management nurse faces a different task than the nurse in the inpatient or outpatient setting. The focus for the latter is typically narrow: care for the patient during the acute treatment, then releases the patient to home, a nursing facility, a step-down unit, and so on. This chapter discusses the Triple Aim of care, health, and cost, which serves as a framework to discuss other key dimensions of leadership in managed care. A nurse leader’s basic skill set is similar to that of a nurse leader in any role. Innovative organizations are realizing that successful clinical management can be a huge competitive advantage for both employers and health plans. This sector of the medical industry is poised for explosive growth as population health management takes center stage in the era of health reform.

    Source:
    Nursing Leadership From the Outside In
  • Nursing Leadership: A Perspective From a Friend of NursingGo to chapter: Nursing Leadership: A Perspective From a Friend of Nursing

    Nursing Leadership: A Perspective From a Friend of Nursing

    Chapter

    Louise Woerner, the author has often been called a friend of nursing. From her perspective, she is an admirer of nursing and nurses. In fact, she is virtually in awe of nurses. She became part of the health care system through a turn in her business concept based on the regulatory environment in New York, and through that, an admirer of nurses. Over the course of her career, she has come to know there are many different types of nurse leaders. Leadership has to incorporate some exibility based on the situation and the goal. Home Care Rochester (HCR) began a successful “Roadway to Independence” program that took the home health aide employees from “bussers” to car owners, which enabled more care to be delivered in the hard- to-reach suburbs, and offered a new opportunity for both the patients and employees. Home care is a nursing-driven business with quiet leaders.

    Source:
    Nursing Leadership From the Outside In
  • Naming What We DoGo to chapter: Naming What We Do

    Naming What We Do

    Chapter

    This chapter switches gears, away from what leadership means from the view-point of personal qualities to the perspective of what one need to do to achieve the goals of our workplace. Leadership is increasingly defined as the ability to work successfully with others to achieve the organization’s mission and goals. Stereotyped views of nursing stress virtue and busyness but not strength and innovation, thus reinforcing the notion that nurses are helpers, not leaders. The point of naming what one do is for others to see what one does and how one contributes to the organization as a whole. The more others see the contributions of nurses to the organization, the more nurses will be included in key decision-making forums. The more all nurses are expected to be leaders, the more nurse leaders cannot operate from a command-and-control framework but must lead by developing the leadership of others.

    Source:
    The Growth and Development of Nurse Leaders

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