Let whoever is in charge keep this simple question in her head [not, how can I always do this right thing myself, but] how can I provide for this right thing to be always done?- Florence Nightingale, Notes on Nursing: What It Is, and What It Is NotNURSES WERE THE original servant leaders-at the patient's bedside and in communities-and now they are perfectly positioned to take their experience with leadership to a heightened level. In the new world order, nurses have moved from the background to the boardroom, and they have been put in the spotlight to lead the transformation of quality healthcare.The feature article in this issue, by Donna E. Shalala, PhD, and Amy Carlton's interview with Linda Burnes Bolton, DrPH, RN, FAAN, describe visions and pathways for the future of nursing that have been highlighted by the Institute of Medicine's (IOM 2011) Future of Nursing report and the resulting Campaign for Action, which aims to implement the findings of the IOM report in all 50 states. Shalala and Burnes Bolton agree that nurses are poised to lead the way in managing a complex healthcare delivery system to expand coverage and access to care, improve quality, and connect and coordinate care across the healthcare delivery continuum. Shalala focuses on the broader policy issues and implications for the future of nursing, while Burnes Bolton comments on the role of leadership in individual healthcare organizations.Key Nurse Leadership ThemesIn the following paragraphs, I discuss a number of themes and messages shared by Shalala and Burnes Bolton (plus a few of my own views).Importance of Removing Practice BarriersThroughout nursing's history, its practice boundaries have shifted with circumstance to provide access to care. Keeling (2007, xix) notes: When care was to be provided in remote areas of the country, in theless desirable sections of urban cities, with minority cultures, on nights and weekends, when physicians were not readily available, the boundary moved to accommodate an expanding scope of practice for nursing. However, the shifting boundaries create practice barriers, even today. Shalala and Burnes Bolton discuss removing those obstacles-restrictive licensing laws; prohibitive Medicare and Medicaid reimbursement policies; and outdated scopes of practice for nurse practitioners (NPs) and a short-term focus on illness intervention, rather than longer-term patient education and prevention strategies-to utilize nurses for expanded access to care. Burnes Bolton advocates for nurses at the organizational level to come together to identify the obstacles that need to be removed or processes that need to be added for them to do their jobs well, and she mentions shared governance as a model that promotes staff-level leadership, as described through the Transforming Care at the Bedside initiative (IHI 2014).But practice barriers are not drawn only by national policies or imposed solely by state licensure laws or regulations. Sometimes, practice barriers are a result of many past decisions in organizations and a culture that may not be nurse- or patient care-centric. Organizational leaders can do much to remove obstacles to practice by promoting a culture of interprofessional teamwork, including staff nurses on teams to solve quality and safety problems, and by designing improvements in the patient experience. For NPs, practice barriers may exist in antiquated language that resides in medical staff bylaws and the designation of their institutional scopes of practice by physicians, rather than by the medical staff's NP counterparts. Health system leaders would benefit from examining the ways in which policies, procedures, cultures, and systems might be redesigned to remove practice barriers.Value of Nurses Practicing at the Top of Their EducationBurnes Bolton describes many evidencebased patient and organizational benefits from nurses working at the top of their education-and their game-as is the topdown-driven policy at her organization. …
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