Preparing the Nurse Executive of the Future

Sanford, Kathleen D.; Janney, Michelle

doi:10.1097/nna.0000000000000732

Cited by 10 publications

(12 citation statements)

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“…Leaders must be able to constantly provide viable healthcare solutions in their work by simultaneously managing the quality of nursing, flexibility in human resource leadership and acceleration of changes. Additionally, our results clearly indicate the need for change in leadership competencies, which was also recognised in prior studies (Pihlainen et al, 2019;Sanford andJanney, 2019: Vasset et al, 2023).…”

Section: Discussionsupporting

confidence: 88%

“…The use of technological solutions (Dirani et al , 2020; Gjellebæk et al , 2020; Morse and Warshawsky, 2021), supporting the well-being of professionals (Dirani et al , 2020; Morse and Warshawsky, 2021; Nurmeksela et al , 2021; Okoli et al , 2022), and communication interaction along with effective networking skills (Pihlainen et al , 2019; Sanford and Janney, 2019) will also be pivotal in future leadership. In addition, the ability to lead people, allocate human resources (Morse and Warshawsky, 2021; Pihlainen et al , 2019), employ current knowledge (Sanford and Janney, 2019) and develop evidence-based practices will be essential (Morse and Warshawsky, 2021; Nurmeksela et al , 2021). Future leaders should be decisive (Okoli et al , 2022), self-confident and innovative and have good decision-making (Sanford and Janney, 2019), time management (Pihlainen et al , 2019) and digital skills (Gjellebæk et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

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Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

Vuorivirta-Vuoti,

Kuha,

Kanste

2023

LHS

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Purpose Coronavirus disease (COVID-19) has challenged leadership in hospitals worldwide. The experiences of leadership during the pandemic changed leadership significantly. This study aims to describe nurse leaders’ perceptions of what future leadership in hospital settings in the post-pandemic era needs to be like. Design/methodology/approach A qualitative descriptive study was used. A total of 20 nurse leaders from the Finnish central hospital were interviewed from June to October 2021. The data were analysed using inductive content analysis. Findings The analysis revealed five main categories describing nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: digitalisation and hybrid working culture, development of sustainable working conditions, moving smoothly to the post-pandemic era, dissolution of traditional regimes of organisation and flexibility in leadership. Practical implications In the post-pandemic era, the constantly changing demands and challenges currently facing healthcare systems have significantly increased the complexity of hospital organisations. This requires critical evaluation and change to traditional leadership. Enhancing flexibility and authenticity in leadership, strengthening competencies, implementing a wide range of digital resources and increasing the appeal of the nursing profession to build the next generation of nurses – all of these are needed to provide sustainability in future healthcare. Originality/value The results identify the critical points of leadership that need to be developed for future challenges and for maintaining a sufficient supply of qualified professionals. Acting on this information will enhance flexibility in organisations and lead to acceleration of changes and the development of new kinds of leadership in the future

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Section: Discussionsupporting

confidence: 88%

Section: Introductionmentioning

confidence: 99%

Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

Vuorivirta-Vuoti,

Kuha,

Kanste

2023

LHS

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“…It is essential to identify and utilize pivotal competencies within nursing leadership and management structure for ensuring the sustainability and improvement of healthcare outcomes (Weber et al, 2015). Sanford and Janney (2019) highlighted that the essential competencies must be mastered to prepare nurse managers and executives for a dynamic future. The gap found in this study implies the need for more proactive approaches from organisational support to strengthen leadership talent of nurse managers in advanced positions.…”

Section: Discussionmentioning

confidence: 99%

Perceived importance of competencies by nurse managers at all levels: A cross‐sectional study

Liou

Lin

Chang

et al. 2022

J Nursing Management

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Aim: To explore nurse managers' perceived importance of competencies for their current job at different levels and the associated factors. Background: Little work to date has explored the perceived importance of competencies in nursing leadership and management or considered the related factors in the Taiwan healthcare context. Methods: Data collected from a previous large study comprising a cross-sectional web-based survey were analysed. Kruskal-Wallis test, two-sided Fisher exact test and multiple linear regression models were used for statistics analysis. Results: The mix of three skills in Katz's model indicated that human skills were equally important in all three managerial levels. Of the 23 competencies, effective communication and political astuteness were rated by nurse managers at all levels as the highest-scored (M = 4.88, SD = 0.34) and lowest-scored competency (M = 3.92, SD = 0.78), respectively. Managerial level was a significant predictor of the perceived importance of competency. Conclusions: Relationship-based competencies were prominent in the perceived importance of competencies among nurse managers at different levels. Managerial hierarchy influences the relative importance of the different managerial competencies.Implications for Nursing Management: This study's results provide the talent strategy framework required for improving the competencies of nurse managers at all levels.

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“…Pemimpin adalah individu dengan gaya dan kebutuhan belajar yang berbeda, tetapi prinsip-prinsip umum yang penting dan kompetensi harus dikuasai jika eksekutif ingin berkembang dalam lingkungan yang berubah dengan cepat. Hal ini termasuk pemikiran strategis dan pengambilan keputusan, kehadiran dan ketrampilan komunikasi, metode untuk inovasi dan kepemimpinan perubahan, tata kelola dan hubungan dewan, keterampilan bisnis eksekutif serta cara memanfaatkan data besar (Sanford & Janney, 2019). Terdapat tiga tingkat hambatan yang ditemukan untuk partisipasi manajer perawat dalam pembuatan kebijakan kesehatan, yaitu: (1) tingkat individu termasuk kelemahan dalam karakteristik manajer perawat; (2) tingkat organisasi merupakan struktur yang tidak efisien; (3) tingkat terkait lingkungan mencakup hambatan eksternal bagi organisasi.…”

Section: Pembahasanunclassified

Pengembangan Panduan Peran dan Fungsi Top Manajer Keperawatan di Rumah Sakit

Dewi

Hariyati

Dewi

2021

JOTING

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Penelitian ini bertujuan untuk mengembangkan panduan peran dan fungsi kepala bidang keperawatan. Metode studi ini merupakan studi kasus dengan analisis situasi. Data diperoleh melalui wawancara dan studi dokumen. Tahapan dimulai dari pengkajian, identifikasi masalah, analisis masalah, penetapan prioritas masalah dan membuat plan of action. Implementasi dimulai dari penyusunan rancangan panduan dan selfasesment, hiring expert, sosialisasi dan evaluasi. Studi ini merupakan sebuah proyek inovasi yang sudah memiliki izin dari Rumah Sakit Jakarta. Hasil Penelitian menunjukan bahwa peran dan fungsi kepala bidang keperawatan berpotensi ditingkatkan. Inovasi dikembangkan dengan membuat panduan dan selfasessment mengacu pada literatur yang mencakup tiga peran utama manajerial dan lima fungsi manajemen. Uji coba pengisian tools selfassesment dapat dilaksanakan. Simpulan dan fungsi kepala bidang keperawatan sangat penting dalam mendukung tata kelola keperawatan dan meningkatkan kinerja. Kata Kunci: Keperawatan, Panduan, Pengembangan, Peran dan Fungsi Manajemen, Top Manajer

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Preparing the Nurse Executive of the Future

Abstract: This month's edition of AONE Perspectives column discusses the challenges for nurse leaders and particularly nurse executives in the future. How can we prepare ourselves for change and to be effective and what will nurse executive practice look like in the future?

Cited by 10 publications

References 0 publications

Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

Perceived importance of competencies by nurse managers at all levels: A cross‐sectional study

Pengembangan Panduan Peran dan Fungsi Top Manajer Keperawatan di Rumah Sakit

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