This article describes the perceptions of a small group of nursing education faculty members participating in the continuing professional development module, Pedagogy in Higher Education, regarding the use of active learning strategies. Data were collected using field notes and participants' presentations and articles about their experiences when using innovative teaching strategies. The findings point out the benefits for knowledge mobilization, the development of synergies based on collaboration, and other gains in terms of students' experiences. Challenges involve the use of these active strategies on a regular basis as part of a sustained and aligned approach to enhance teaching and learning.
[
J Contin Educ Nurs.
2019;50(3):134–140.]
Aim
This article explores the views of current nursing leaders in the National Health Service on the actions and resources that are required to develop and maintain nursing leadership talent.
Background
Although there is considerable talent and expertise within the nursing leadership community, numerous unfilled vacancies and gaps have been identified in competence and capability, with a national analysis indicating that nearly a third of National Health Service director posts are filled by interim appointments or are vacant. Nursing director posts are amongst those vacant for the longest periods.
Method
Semi‐structured interviews were conducted with NHS directors of nursing, chief nurses, directors of quality and their deputies in south‐east England to explore the characteristics of their roles, development needs, barriers to applying for posts or staying in their posts, future talent identification, and support networks.
Results
Nursing leadership roles are perceived as demanding, poorly remunerated, isolating, and representing a major increase in responsibility and career risk. Too much development is currently informal.
Conclusions
Talent identification and support need to be timely, structured, experientially based, and focused on building resilience and confidence. Coaching, mentoring, and support networks are considered crucial.
Implications
Nursing leadership talent needs to be formally identified, developed and supported within organisations and networks should be maintained to reduce professional isolation and counter negative perceptions.
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