Nurse Leader Role Research Articles

The Nurse Leader's Role in Nurse Substance Use, Mental Health, and Suicide in a Peripandemic World.

Nurses are known to be at an increased risk of death by suicide, and recent studies have found links between nurse suicide, substance use, mental health issues, and job problems. Because of stigma, inaccessibility of resources, and regulatory and legal issues, nurses are unlikely to seek help unless a crisis forces them into treatment. The purpose of this article is to review the current understanding of nurse suicide, the psychological impact of the novel coronavirus (COVID-19) pandemic, the strategic planning approach to identify the needs of nurses, and promising interventions and practices. Evidence-based strategies to intervene at the personal, institutional, and regulatory levels should be employed to reduce nurse suicide by focusing not only on suicide but also on treatment of substance and mental health issues, as well as a renewed focus on disciplinary procedures that may place nurses in immediate danger of death by suicide. Nurse leaders have a moral obligation to provide proactive, meaningful interventions to reduce the risk of death by suicide among nurses.

Commentary: The Need for Baccalaureate Education Now More than Ever: Implications for the Role of Nurse Leaders.

Globally, healthcare systems have been pushed to the breaking point. The demands for public health and community-based care - traditionally underfunded - have escalated. Necessity expedited the use of technology for virtual care delivery within the Canadian healthcare system and in post-secondary education, overcoming years of resistance. Now, more than ever, transformation of nursing curricula is critical to the socialization of our professional identity, what nursing values and what it means to be a nurse who can demonstrate capabilities that go far beyond the image of the pandemic proclamations of nurses as heroes (Goodolf and Godfrey 2021). Sustaining the changes that have supported access to healthcare delivery and post-secondary education throughout the pandemic will require vision and leadership. It will mean positioning nursing within the health professions to have a voice of influence, be visible, be recognized as essential to decisions that affect health and inform healthcare directions that are equity oriented and grounded in the social determinants of health and social justice.

COVID-19: What Should We Do in Future Crises? The Leadership Role and Scope of Nurses in a Health Disaster: A Scoping Review

COVID-19: What Should We Do in Future Crises? The Leadership Role and Scope of Nurses in a Health Disaster: A Scoping Review

Authentic leadership and nurses' motivation to engage in leadership roles: The mediating effects of nurse work environment and leadership self-efficacy.

Leadership styles of a nurse manager have a profound influence on staff nurses' motivation to engage in formal nursing leadership roles; however, the mechanism underlying this pattern of influence remains unknown. To assess the direct and indirect effect of nurse managers' authentic leadership on staff nurses' motivation to engage in formal leadership roles, through the intermediary role of nurse work environment and leadership self-efficacy. This cross-sectional study involved 1534 nurses from 24 acute care hospitals in the Sultanate of Oman. Nurse managers' authentic leadership was associated with staff nurses' motivation to engage in formal leadership roles. Nurse practice environment and leadership self-efficacy mediated partially the association between authentic leadership and motivation to engage in formal leadership roles. Results of this study underscore the value of authentic leadership in creating a healthy work environment and fostering nurses' leadership self-efficacy, resulting in greater motivation to engage in nursing leadership roles. Organizational strategies to attract nurses to undertake leadership roles should include measures to bolster authentic leadership behaviours in nurse managers through theory-driven leadership development programmes or interventions, continuing education, effective succession planning and creating a supportive work environment.

Narrative Nursing: Empowering Nurse Leaders.

Narrative Nursing is a form of storytelling that is used as an intervention with nurses to empower them to share their profound experiences in the nurse-patient relationship. Nurses participating in the Narrative Nursing workshops each share an individual encounter that was meaningful in their own nursing career. The shared experience serves to acclaim the power of nurses as leaders at the point of care and nurse leaders mentoring others. Four stories of nurse leadership are included in this article, 2 from clinical nurses providing care at the bedside and 2 from nurses in leadership roles. Participants in Narrative Nursing describe the workshops as inspirational, affirming, and empowering of the essence of professional nursing. Leadership lessons learned from the Narrative Nursing experiences thus far are included as are plans for future work to inspire all nurses at all levels of leadership. The future work includes embedding the intervention within relationship-based leadership theories.

Nursing Leadership Role in Pharmacovigilance Needs Impetus

Nursing Leadership Role in Pharmacovigilance Needs Impetus

The Role of Nurse Leaders in the Well-being of Clinicians.

This column reviews the concept of humanism in leadership. After surviving a year perceived by many healthcare professionals as the most challenging of a generation, the author reflects on leadership essentials for rebuilding our nursing workforce.

Providing Quality Nursing Education: The Clinical Nurse Leader's Role.

Providing Quality Nursing Education: The Clinical Nurse Leader's Role.

Decreasing Nurse Leader Work Role Overload Through Flexible Work Interventions

The nurse leader role is critical to ensure a quality work environment that influences clinical nurse satisfaction, decreased turnover, and patient outcomes. A primary source of stress in nurse leaders that contributes to burnout is organizational stress such as operational task-oriented activities. The purpose of this study was to evaluate how flexible workplace interventions influence nurse leaders perceptions of role overload and job satisfaction. It was found that flexible work interventions positively impact nurse leader satisfaction, perceived stress, and work role balance in an acute care hospital.

Mental Health Status and Its Influencing Factors: The Case of Nurses Working in COVID-19 Hospitals in South Korea.

The mental health of nurses participating in patient care is under threat amid the coronavirus disease 2019 (COVID-19) pandemic. This study aimed to identify the mental health status (depression, anxiety, and stress) and its influencing factors on nurses who provided patient care at a specialized hospital for COVID-19 in South Korea. Of the 180 nurses who participated in this study, 30.6% had moderate or higher levels of depression, 41% had moderate or higher anxiety levels, and 19.4% had moderate or higher stress levels. In this study, stigma influenced nurses’ mental health, such that the higher the stigma, the higher the nurses’ depression, anxiety, and stress. Depression was higher in female nurses than in male nurses, and stress was higher in charge nurses than nurses in other job positions. Therefore, a management program should be designed to improve the mental health of nurses during the current pandemic. In particular, a solution to reduce stigma is required, and the mental health of female nurses and nurses in leadership roles requires special attention.

The content of the nurses in the lead programme for empowering community nurse leadership in implementing evidence

PurposeThis study aims to provide a detailed description of the nurses in the lead (NitL) programme for empowering community nurse leadership in implementing evidence.Design/methodology/approachThe NitL programme is described using the template for intervention description and replication-checklist.FindingsThe NitL programme consists of two components. The first component is a systematic approach with implementation steps and tools to empower community nurses in implementing evidence targeted at encouraging functional activities of older adults offered via a Web-based eLearning programme. The second component is training to empower community nurses in enabling team members to change their practice, which focussed on motivational interviewing, influencing behaviour, dealing with resistance to change and coaching delivered as a combination of group training in practice and background theory via a web-based eLearning programme.Research limitations/implicationsFurther research is needed to evaluate the feasibility and effects of the NitL programme.Practical implicationsThe NitL programme has been developed in cooperation with community nurses to meet their needs in practice and has the potential to develop leadership for the core tasks of community nurses.Originality/valueThe NitL programme has been developed to empower the leadership of community nurses in implementing evidence targeted at encouraging functional activities of older adults. The leadership role of community nurses is key for delivering high-quality care and implementing evidence within the community care setting for encouraging functional activities of older adults to preserve their independence.

Nursing Leadership Role in Pandemic

A Pandemic is an epidemic of disease that has spread across a large region, multiple continents orworldwide, COVID-19 is a large issue worldwide. A good nurse leader is someone who can inspireothers to work together in pursuit of a common goal, such as enhanced patient care. An effectiveleader has a distinctive set of personal qualities; integrity, courage, initiative and an ability to handlestress, and also taking the effort to think critically, set goals and skilfully communicates andcollaborate. Nurse’s leaders are faced with a variety of challenges in pandemics, including managingresources, advanced planning and goal setting, collaborating with other hospital and communityleaders, improving quality measures, cost-effectiveness, reporting to the board of directors, andmany more. Nurses as effective partners of the health care team, of necessity, have to meet thedemands of these changes adequately and appropriately in respect of their expanded and enrichedroles and responsibilities. Nurse leaders, however, are still confined within their nursing orbit, but,today they have to be visible and interactive members of the multi-disciplinary health team with avision and voice that can be heard. Methods: For the present review article collected a databasefrom Google scholar; search and scrutinize studies related to nurse’s leadership role duringpandemic and article related to Covid-19 outbreak, government, community effort and mitigationstrategies in reducing transmission. Result: Because it is a novel pandemic; results suggest thatmore researches are needed in this field related to driven factors, mitigation strategies and supportof governmental and non-governmental organizations. This review article is aimed that nursingleaders must continue to develop plans that can slow or prevent the progress of widespread illnessesand ensures that all client care provided by the team is carried out in keeping with the objectives ofthe health care organisation.

The impact of intersectionality on nursing leadership, empowerment and culture: A case study exploring nurses and managers' perceptions in an acute care hospital in Aotearoa, New Zealand.

This study determines whether the culture within an acute care hospital empowers 'all' nurses to be leaders by exploring intersectionality and nursing leadership in the context of the social environment. Nurses practice leadership in their day-to-day activities as clinical leaders alongside traditional roles of management and leadership. However, some nurses do not acknowledge nursing work as leadership activity, nor is it seen so by others where hierarchical leadership approaches remain prevalent. Social constructs of gender and race are barriers to accessing formal leadership positions for some, while dominant power structures such as class diminish the value of bedside nursing work. Unexplored is the impact of the intersection of these and other social identities on nurses being leaders. An embedded case study design. Thirty-one participants participated in semi-structured interviews. Four levels of analysis including inductive and deductive approaches were applied to the data. The research complied with COREQ guidelines for reporting qualitative research. This study shows nurses do not identify themselves as leaders without an associated title and the pathway to leadership varies depending on intersecting social constructions. The impact of the organisational structures and the experience of navigating intersecting social constructions on nurses being leaders goes unseen, privileging some while disadvantaging others. Health organisations need to be aware of intersectionality in the workplace and explore equity in their structures to be genuinely empowering. Nursing leadership must examine strategies that challenge and decolonise the nursing profession. Bedside nurses should be given more power and respected as leaders of the patient experience, achievable through a renewed emphasis on the fundamentals of care and resonant leadership, which can neutralise a culture of managerialism. Intersectionality can inform the development of new nursing leadership roles that enable nurses to remain clinically active, widening opportunities.

COVID-19: A Personal and Professional Perspective.

The COVID-19 pandemic has affected millions of Americans, including health care staff. This article traces the experience of 1 nurse leader as she falls ill, only to learn that she has, indeed, been infected with the virus. She describes her 4-week quarantine, including the impact on her family and her attempts to continue to support her staff. As she recovers from the acute onslaught of COVID, the focus shifts back to her nurse leader role. In this role, she and her colleagues manage the logistics of caring for more than 150 COVID-positive patients a day in the 719-bed academic medical center. This included staffing the hospital, given the extreme challenges of staff availability limited by concerns such as school closings and at-risk family members. Now with the hospital's daily volume of COVID-positive patients greatly reduced, there is an opportunity to reflect on lessons learned, including what went well during the peak of the crisis and where there were opportunities. Leadership and staff are experiencing a sense of pride at their exceptional care of this complex population, even while exploring opportunities to be even better prepared should COVID erupt once again.

Cardiac Arrest Nurse Leadership (CANLEAD) trial: a simulation-based randomised controlled trial implementation of a new cardiac arrest role to facilitate cognitive offload for medical team leaders

BackgroundMedical team leaders in cardiac arrest teams are routinely subjected to disproportionately high levels of cognitive burden. This simulation-based study explored whether the introduction of a dedicated ‘nursing team leader’...

Nursing Leadership Role Development: Preparing to Lead Through Ethical Conundrums.

New nurse leaders may lack the foresight to understand ethical dilemmas encountered in their leadership practice. Two sets of ethical dilemmas faced by nurse leaders were identified as part of a leadership class: patient care and work environment, exacerbated by the COVID-19 pandemic. Professional development opportunities for new and evolving leaders should include robust opportunities to identify and resolve ethical dilemmas. [J Contin Educ Nurs. 2021;52(1):8-10.].

Nursing Leadership Roles and Its Influence on the Millennial Psychiatric Nurses' Job Satisfaction and Intent to Leave.

There is an increasing need for millennial psychiatric nurses in health care. Nurses' levels of satisfaction with their manager's leadership styles are critical to their remaining in the profession. To explore the relationship between the roles of nursing leadership and their influence on the millennial psychiatric nurse's level of job satisfaction and intent to leave. Eighty-three psychiatric registered nurses between the ages of 22 and 37 with 6 months or more experience completed a Managerial Skills and Job Satisfaction Survey questionnaire. The millennial psychiatric nurse who perceived their managers to display the roles in being a mentor (M = 24.95, SD = 2.81), director (M = 23.08, SD = 2.55), and monitor (M = 22.71, SD = 2.51) had higher job satisfaction and would be less likely to leave the specialty, current position, and organization. The study revealed that nursing leaders need to focus on strengthening the monitor and mentor roles and work on changing from having a coordinator role to the director role.

The Importance of Relational Skills in the Management of the team in the Healthcare Sector, With Particular Reference to the Nurse Leader Role: An opinion

The Importance of Relational Skills in the Management of the team in the Healthcare Sector, With Particular Reference to the Nurse Leader Role: An opinion

Nancy M. Albert, PhD, CCNS, CHFN, CCRN, NE-BC, FAHA, FCCM, FHFSA, FAAN

Nancy M. Albert, PhD, CCNS, CHFN, CCRN, NE-BC, FAHA, FCCM, FHFSA, FAAN, is associate chief nursing officer for Cleveland Clinic’s Office of Nursing Research and Innovation, and a clinical nurse specialist in Cleveland Clinic’s Kaufman Center for Heart Failure in the Heart and Vascular Institute, Cleveland, Ohio. Nancy Albert at a young age was interested in art and pictured herself as a potential artist. However, her sister was also skilled in art and pursued it following high school, which encouraged Nancy to look around at other opportunities that might challenge her. She had been exposed to nurses due to childhood illnesses that had required hospitalization and was struck with the work of nurses and her positive interaction with them. As she looked forward to her own career trajectory, Nancy saw nursing as a powerful way of finding meaning and making an important contribution with her life. Following high school, Nancy entered the Huron Road Hospital School of Nursing in East Cleveland Ohio, and has not looked back since. Throughout her academic and practice journey, Nancy has sought opportunities to construct a career pathway that reflected her own sense of creativity and contribution in health care. Her commitment to her own nursing scholarship has been evidenced in advancing her nursing education from diploma nurse to her PhD in Nursing (with a focus on the study of heart failure) from Kent State University. Nancy’s interest in acute care brought her to practice in the intensive care unit and included a range of acute care roles. After being encouraged by a mentor to take her first leadership role of assistant manager on a dialysis unit, Nancy realized that leadership would become a centerpiece that would drive her nursing career forward and would frame her subsequent nursing contributions. After 14 years at Huron Road Hospital, Nancy sought to link her immense curiosity, her interest in research and knowledge generation, and her budding enthusiasm for innovation and the excitement of a research-grounded medical center, and arrived at the Cleveland Clinic as the coronary care nurse manager. Immediately, she felt the synergy of this setting with her own nursing interests in advancing the science and practice of cardiac care and positively impacting the patient experience. This move would serve as the catalyst for her role as a nurse leader. Nancy moved through a number of accelerating nursing leadership roles and eventually accepted a leadership position in a medical practice setting as a manager of outcomes research in heart failure and the manager of the disease management service that would challenge her leadership development and accelerate her commitment and interest in interdisciplinary practice. Also, it would pique her growing interest in innovation and its role in transforming the future of science and practice. Working in the arena of research, clinical trials and clinical studies prepared her for translating her growing knowledge and insights to advancing the science and practice of nursing at the Cleveland Clinic. And it definitively embedded innovation and creativity into her vision of nursing impact and into her own leadership role. The defining innovation moment for Nancy occurred in an innovation retreat at the Cleveland Clinic held by the innovation consulting company, IDEO, opening her to the dynamics associated with creativity and innovation which would inform her leadership practice going forward. She has carried this innovation dynamic into her subsequent leadership roles and has now incorporated innovation into her title and role as associate chief nursing officer for the Cleveland Clinic’s Office of Nursing Research and Innovation.

Implementation of the Clinical Nurse Leader Role in the Veterans Health Administration.

The Veterans Health Administration (VHA) led implementation of the Clinical Nurse Leader (CNL) role nationally with the goal to meet system needs for strong clinical leadership across all settings. After a decade of CNL role implementation, the VHA supported this evaluation to determine the current state, the successes, the challenges, and the fidelity to the original intent of the role. The team used mixed methods to evaluate the state of the CNL initiative. Ten evaluation activities were undertaken including a facility survey directed toward chief nurse executives at all VHA facilities, and a second survey directed at registered nurses who completed a CNL graduate program, were certified as a CNL, or were currently enrolled in a CNL graduate program. The evaluation results suggest the CNL initiative had not yet accomplished the stated goals to improve cost and financial outcomes, increase patient satisfaction, increase staff satisfaction and retention, improve quality and internal processes, and facilitate practice model transformation including evidence-based practice and collaborative, interdisciplinary practice across the system. Observed CNL practices within the VHA could serve as exemplars for developing a care delivery model that could achieve these goals and offer potential paths to move this role forward.