Aim To describe nurse managers’ views of their work in the future. Background Ongoing reformation of health care organisations includes profound changes to nurse managers’ work practices. Method A qualitative approach was applied to elicit views of nurse managers (n = 133) from eight Finnish specialized medical care hospitals through one open‐ended question about their future work in November 2019. The acquired data were subjected to inductive thematic content analysis. Results Four themes were identified in the nurse managers’ responses, indicating that they anticipated: 1) a shift from hierarchical leadership to shared governance, 2) an increasing focus on proactive and systematic work, 3) development of evidence‐based practices and 4) improvement in the attractiveness and effectiveness of the organisation. Conclusions Nurse managers envisage their future work will follow the transformational leadership model. Shared governance and multidisciplinary team leading, with a stronger focus on proactive strategic planning will extend their power to influence decision‐making. Administrative supporting systems will free more time from their daily routine work for interactions with staff. Implications for Nursing Management Clarification of the managers’ job description along with administrative support systems is anticipated to strengthen leadership, facilitate management, enhance decision‐making and increase the attractiveness and effectiveness of both health care organisations and nurse managers’ work.

In response to nurses' concerns of equity and satisfaction with patient assignments in a pulmonary medicine unit, a Patient Acuity Tool (PAT) was implemented. The impact of the PAT on nurse satisfaction and perceived equity of patient assignments was measured using a pre-/postsurvey design. Findings of the investigation indicate that a PAT supports nurse satisfaction and equity. In addition, qualitative data suggested that the PAT improved perceived professional autonomy and nurse-to-nurse communication.

Organizational transition presents substantial risk to maintaining quality outcomes. The leadership style and culture present during periods of change and transition empower the frontline staff to react quickly and identify opportunities. The culture of Magnet develops the skill set that enables staff to be leaders in problem solving and identifying creative care delivery approaches. Objectives of this study were to analyze the impact of organizational transition on patient and staff satisfaction, quality, and safety in a Magnet-designated hospital and determine key factors contributing to these outcomes.

Retaining qualified nurses at the bedside can have a positive impact on patient care safety and quality. Without support and resilience, nurses may become emotionally exhausted within the first year of practice. Nursing professional development educators must recognize that new nurses often struggle with stressors related to nursing and take the appropriate steps to help them build resilience. This article describes an education project implemented to assist new nurses in developing their resilience. It describes the process and outcomes of a resiliency training program infused into one healthcare facility's nurse residency program and may inform nursing professional development educators planning similar programs.