Chief Nursing Research Articles

An intervention for nurse wellbeing.

Sam Foster, Chief Nurse, Oxford University Hospitals, considers the potential benefits of the professional nurse advocate programme and this new approach for clinical supervision and employee support.

A Qualitative Exploration of Chief Nursing Officer Perspectives on Maintaining Magnet® Designation.

The purpose of this study was to determine chief nursing officer (CNO) perspectives on how to sustain the infrastructure required for successful American Nurses Credentialing Center (ANCC) Magnet® redesignation. American Nurses Credentialing Center Magnet designation is a prestigious achievement reflective of years of dedication, innovation, mentoring, and leadership support. As challenging as the initial attainment of Magnet status can be, sustaining the success and becoming redesignated is considered even more difficult by many CNOs. However, there have been no published reports indicating how to be successful in Magnet redesignation. A grounded theory qualitative approach was used, and data were collected through telephone interviews with CNOs who had successfully attained at least 1 redesignation. Fourteen CNOs participated; data were organized into 6 themes and 15 subthemes describing the critical elements for Magnet redesignation. Relationships among the 6 themes and subthemes are theorized in the form of a wheel with 6 spokes. When "set in motion," the wheel gathers momentum and all of the model elements become coalesced into the organizational ethos.

Does Chief Nurse’s Ward Management Behavior Influence Nurses’ Job Satisfaction in District Hospitals of Bhutan?

OBJECTIVES: Chief nurse’s ward management behavior is a key factor affecting job satisfaction of nurses working directly under them. Therefore, the purpose of this study was to investigate the influence of chief nurse’s ward management behavior on job satisfaction of nurses working in major district hospitals in Bhutan. MATERIALS AND METHODS: A cross-sectional study was conducted involving 246 nurses working across 18 district hospitals in Bhutan. Data on nurses’ job satisfaction and chief nurse’s ward management behavior were collected using Minnesota Satisfaction Questionnaire (MSQ)-short version and Supervisory Behavior Description Questionnaire (SBDQ) respectively. A generalized linear model (GLM) with a binomial distribution was used to indicate the relationship between chief nurse’s ward management behavior and nurses’ job satisfaction. RESULTS: The result showed that 54.09% of nursing employees were satisfied with their job. In terms of chief nurse’s ward management behavior, chief nurses of Bhutan are inclined to display behavior which is more of an autocratic nature than democratic. There was a strong positive correlation between chief nurse’s ward management behavior and nurses’ job satisfaction. The GLM also indicated a strong positive relationship between the nurses’ job satisfaction with chief nurse’s ward management behavior. CONCLUSION: Nurses’ job satisfaction was significantly and positively associated with chief nurse’s ward management behavior. This finding call for an interventional program to promote chief nurse’s ward management behavior.

We need a clear strategy on vaccination.

The outcome of a consultation on mandatory COVID-19 vaccination for health and social care staff must result in a standard approach being taken nationwide, argues Sam Foster, Chief Nurse, Oxford University Hospitals.

Meeting patients' mental health needs.

Sam Foster, Chief Nurse, Oxford University Hospitals, considers how nurses can provide better care to people with mental health conditions, who are often in a vulnerable position and require compassionate treatment.

ASHP Statement on the Roles and Responsibilities of the Pharmacy Executive.

Leading hospitals and health systems must have a strategic and innovative pharmacy executive who plans and oversees the design and operation of the entire and complex medication-use process throughout the system. It is essential that this leader report to an executive who can help the leader execute the practice models of tomorrow that include business outside normal hospital practice. As the most knowledgeable leader of the medication-use process, this leader (may be referred to as the “chief pharmacy officer” but hereafter “the pharmacy executive”) proactively aligns pharmacy goals with strategic organizational initiatives to advocate for pharmacy practice advancement and improved patient care. The intrinsic value a pharmacy executive brings to the organization’s enterprise and executive leadership includes the following: ... Significant changes in pharmacy practice, healthcare, and health-system management over the past 20 years have dramatically transformed the traditional role of the pharmacy director.1 More widespread use of the title “chief pharmacy officer” was first proposed in 2000 in an attempt to meet these new transformations and to enhance the contribution pharmacy makes to patient care by creating organizational parity between the pharmacy executive and other executive officers (e.g., chief nursing, medical, and information officers).2

SPN 2021 Poster Abstract Awards

SPN 2021 Poster Abstract Awards

NHS trusts must continue to tackle racism.

Although the latest report on workforce equality shows positive changes, some improvements are marginal and the issue must be kept high on the agenda, says Sam Foster, Chief Nurse, Oxford University Hospitals.

Role for Graduate Medical Education in the Response to COVID-19 Pandemic in Southeast Michigan Community Health Care System.

On March 10, 2020, the State of Michigan reported its first case of severe acute respiratory syndrome due to coronavirus disease 2019, which was admitted to Ascension Providence Hospital (APH). Michigan was the third most affected state in March 2020. To address the pandemic, Department of Graduate Medical Education joined the incident command team which consisted of APH leaders (Accreditation Council for Graduate Medical Education Designated Institutional Official, the Chief Medical Officer as commander, Chief Operating Officer, Chief of Logistics, Chief Nursing Officer, representatives from the medical and surgical sections, laboratory, finance, infection control, and occupational health). The team initiated the “crisis capacity surge plan” that was focused on patient care and led mainly by our trainee. In this correspondence we share our successful experience and provide our recommendation on how GME can navigate pandemic crisis.

Caring for the Resident with Complex Medical Needs in Assisted Living

Caring for the Resident with Complex Medical Needs in Assisted Living

Boundary Work in Public Teaching Hospitals in Europe: The Role of Perceived Ethical Leadership

Managing employment relationships in complex organization undergoing constant change such as a hospital is demanding for all stakeholders. Retaining staff requires enhancing coordination of mutual needs and benefits, in particular when this involves as much task flow as work relations and boundary changes. Drawing upon both signaling and social exchange theories we developed a model exploring how perceived ethical leadership (PEL) can benefit employees and organizations. We test our model in a cross-sectional exploratory study using a questionnaire to collect dyads among a sample of chief nurses and nurses working in different services in a European teaching hospital which, over two decades, has undergone major changes in both its internal and external environments. Our results show that organisations gain from signaling concern to enhance employee’s affective commitment, overall job satisfaction and resourcefulness and that this has a positive impact on both performance and wellbeing. Keywords: Public teaching hospital; changing boundaries; perceived ethical leadership; team work process

Anna Kiger, DNP, DSc, MBA, RN, NEA-BC, FAONL

Dr. Kiger is the System Chief Nurse Officer for Sutter Health, a not-for-profit integrated healthcare system operating in the Northern California and San Francisco Bay area. As the system’s first Chief Nurse Officer, Dr. Kiger is accountable for executive nursing leadership, clinical nursing practice, education, nursing research, and workforce labor optimization. Anna holds a Doctor of Nursing Practice from Texas Tech University School of Nursing, a Doctorate of Science in Public Health, Health Systems Management, from Tulane School of Public Health & Tropical Medicine, an MBA from Averett University, Danville Virginia and a Master of Science in Nursing from Duquesne University in Pittsburgh, PA. Her undergraduate BSN is from West Virginia University School of Nursing. Dr. Kiger serves as a Board Regent for Samuel Merritt University in Oakland, California, as Board member for MedicAlert Foundation in Turlock, CA and as a Board member for HealthImpact in Oakland, CA. Finally, Dr Kiger also serves on the Editorial Board for the Journal of Nursing Administration (JONA) and for Voice of Nursing Leadership, both publications of the American Organization for Nurse Leaders (AONL).

Let's get the work-life balance right.

If the NHS embraces the new work practices it has adopted in the pandemic, it will improve staff wellbeing and retention, says Sam Foster, Chief Nurse, Oxford University Hospitals, and become an excellent employer.

Molly McCarthy, MBA, BSN, RN, RN-BC

Molly McCarthy, MBA, BSN, RN, RN-BC

Understanding safety culture.

Sam Foster, Chief Nurse, Oxford University Hospitals, reflects on the question of what makes a pro-safety 'culture' within an organisation, and how it can be developed.

Can we reduce the risk of burnout?

Sam Foster, Chief Nurse, Oxford University Hospitals, considers the concerns raised regarding staff shortages, excessive workloads and burnout, exacerbated by the COVID-19 pandemic.

Protect the nurse, protect the practice: Effective communication is the foundation for keeping nurses safe.

Every year around Nurses Week, Dr. Rhonda Collins, DNP, RN, FAAN, Chief Nursing Officer for Vocera Communications, publishes a report examining important issues that impact the nursing profession worldwide. Her 2021 CNO report examines how the COVID-19 pandemic put a spotlight on the realities of the nursing profession and how the lack of resources, infrastructure, and policies impact nurses' work and lives. Dr. Collins addresses the toll of mental, emotional, and physical fatigue and outlines steps to help leaders create environments that protect the well-being of nurses and their patients. Dr. Collins closes the report by asking nurses to participate in a study to measure the mental, emotional, and physical burden nurses experience during communication. The study will use the NASA Task Load Index, a tool that has been used to measure the task load of workers in high-intensity jobs, such as pilots and air traffic controllers. The objective is to gain insight and a body of knowledge toward reducing nurses' cognitive burden going forward.

It's time to change the way we work.

Sam Foster, Chief Nurse, Oxford University Hospitals, reflects on how the pandemic has changed work practices and suggests that refocusing priorities can not only improve staff wellbeing but also productivity and competition.

Development of a Staff Nurse to Chief Nursing Officer Succession Planning Program

The purpose of this article is to describe how UF Health Jacksonville’s nursing designed and implemented a deliberate and systematic succession planning program to ensure nursing leadership continuity in key positions, retain and develop future leaders, and encourage professional development and advancement. Our formal program known as FOCUSED (Fostering Organizational Change Using Structured Education and Development) is inclusive of all levels of nursing. FOCUSED uses 5 nursing leadership competencies and a 9-box talent matrix tool to select high potential candidates for development and promotion. Since implementing FOCUSED, we have reduced nurse leader turnover, increased hiring internal candidates, and decrease temporary agency spending for interim leadership. The purpose of this article is to describe how UF Health Jacksonville’s nursing designed and implemented a deliberate and systematic succession planning program to ensure nursing leadership continuity in key positions, retain and develop future leaders, and encourage professional development and advancement. Our formal program known as FOCUSED (Fostering Organizational Change Using Structured Education and Development) is inclusive of all levels of nursing. FOCUSED uses 5 nursing leadership competencies and a 9-box talent matrix tool to select high potential candidates for development and promotion. Since implementing FOCUSED, we have reduced nurse leader turnover, increased hiring internal candidates, and decrease temporary agency spending for interim leadership. Patrice Jones, DNP, RN, NE-BC, is vice president and chief nursing officer at UF Health Jacksonville, in Jacksonville, Florida. Rose Rivers, PhD, RN, NEA-BC, is special projects coordinator at UF Health Jacksonville. She can be reached at [email protected] or [email protected] .

"Missing in Action" in Psychiatric Nursing History: The Role of Chief Nurse Adele S. Poston and Her Band of Nurses During World War I.

This is the first nursing journal article to introduce the pioneering work of American psychiatric nurse leader, Adele S. Poston. Poston supervised a team of nurses as they cared for soldiers serving with the American Expeditionary Forces during World War I in France. Poston and her nurses worked in the first American specialized neuropsychiatric hospital in a war. The soldiers they treated primarily had functional nervous disorders described at that time as "shell shock" or "war neuroses." The traumatized officers and enlisted men were considered capable of being cured and returned to active duty based on research done by American psychiatrists among British troops during the first 3 years of the war. The story of Poston's career prior, during, and after the war and her work with other nurses during a global war are significant in psychiatric nursing history. Bringing this hitherto missing piece of psychiatric and nursing history into the light gives us a unique opportunity to recognize Poston and the nurses who served with her, even as today we recognize the nurses who serve during the global COVID-19 pandemic. [Journal of Psychosocial and Mental Health Services, 59(6), 37-47.].