Marian K. Shaughnessy, DNP, RN

Nurse leaders can shape ethical cultures

Deborah Zimmermann, DNP, RN, NEA-BC, FAAN

Health care industry is in revolutionary state in this era, which mainly focuses on eminence and transformational alterations after COVID-19 pandemic worldwide. Effective communication and proper management of health care officials plays a vital role in health care industry. Inclusion of technological advancement, supportive, and helpful devices prevails bliss among the workers of health care industry. Most of the workers in this industry expects from managers to perform in inspiring and effective manner especially in pandemic or epidemic situations. In this manner, the officials of industry directly effects by their managers. Employees are interested from their managers who can lead in a high-quality and in an inspiring manner. Nurses who're content material of their positions correlate to a discount in group of workers turnover and enhance retention. When the nursing group of workers are glad with their employment, their behaviour affects the personal pleasure and this pleasure rises. Health care groups can see this trickle-down impact via will increase in affected person pleasure ratings over time. The promotion of powerful communication and high-quality attitudes complements a wholesome surroundings for all personnel and group of workers. Health care groups have to examine person nurse managers on devices to sell transformational management qualities; this could immediately bring about group of workers pleasure, employees’ retention, and increases employees’ engagement. REFERENCES Al-Mailam, F. F. (2005). The effect of nursing care on overall patient satisfaction and its predictive value on return-to-provider behavior: a survey study. Quality Management in Healthcare, 14(2), 116-120. Asif, M. (2021a). Contingent Effect of Conflict Management towards Psychological Capital and Employees’ Engagement in Financial Sector of Islamabad. Preston University, Kohat, Islamabad Campus., Asif, M. (2021b). Contingent Effect of Conflict Management towards Psychological Capital and Employees’ Engagement in Financial Sector of Islamabad. (PhD), Preston University, Kohat, Islamabad Campus., Asif, M., Khan, A., & Pasha, M. A. (2019). Psychological Capital of Employees’ Engagement: Moderating Impact of Conflict Management in the Financial Sector of Pakistan. Global Social Sciences Review, IV(III), 160-172. Aurangzeb, Alizai, S. H., Asif, M., & Rind, Z. K. (2021). RELEVANCE OF MOTIVATIONAL THEORIES AND FIRM HEALTH. International Journal of Management, 13(3), 1130-1137. Aurangzeb, & Asif, M. (2021). Role of Leadership in Digital Transformation: A Case of Pakistani SMEs. Paper presented at the Fourth International Conference on Emerging Trends in Engineering, Management and Sciences (ICETEMS-2021) October 13-14, 2021. Aurangzeb, Asif, M., & Amin, M. K. (2021). RESOURCES MANAGEMENT AND SME'S PERFORMANCE. Humanities & Social Sciences Reviews, 9(3), 679-689. doi:10.18510/hssr.2021.9367 Bethune, G., Sherrod, D., & Youngblood, L. J. N. M. (2005). 101 tips to retain a happy, healthy staff. 36(4), 24-29. Bujak, J. (2005). Health care leaders as agents of change. Physician Executive, 31(3), 38. Burns, J., Looney, A., Casey, N., & O’Donnell, M.-L. (1978). Leader. In: New York, NY: Harper & Row. Burris, E., Detert, J., & Romney, A. (2013). Speaking up vs. being heard: The disagreement around and outcomes of employee voice. Organization Science, 24(1), 22-38. Kleinman, C. (2004). Leadership: A key strategy in staff nurse retention. The Journal of Continuing Education in Nursing, 35(3), 128-132. McConnell, C. R. (2016). Umiker's management skills for the new health care supervisor: Jones & Bartlett Learning. Mrayyan, M. (2004). Nurses’ autonomy: influence of nurse managers’ actions. Journal of advanced nursing, 45(3), 326-336. Mugira, A. J. A. J. M. H. (2022). Leadership Perspective Employee Satisfaction Analysis. 2(3), 127-135. Pearman, R. (1998). Hard wired leadership: unleashing the power of personality to become a new millennium leader Palo Alto, CA: Davies. CA: Davies. Black Publishing. Petrides, KV, Furnham, A., & Martin, GN (2004, Apr). Estimates of emotional and psychometric intelligence: Evidence for gender-based stereotypes. The Journal of Social Psychology,, 144(2), 149-162. Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117-121. Runy, L. A. J. H. H. N. (2003). Staffing effectiveness. A toolkit for JCAHO's new standards. 77(3), 57-63, 52. Thyer, G. (2003). Dare to be different: transformational leadership may hold the key to reducing the nursing shortage. Journal of Nursing Management, 11(2), 73-79. Trofino, J. (1995). Transformational leadership in health care. Nursing Management, 26(8), 42. Wei, H., & Horton-Deutsch, S. (2022). Visionary Leadership In Healthcare: Sigma Theta Tau. Wieck, K. L. (2005). Nurse manager survival in an age of new healthcare priorities. The Prairie Rose, 74(3), 12-15. Wilson, A. (2005). Impact of management development on nurse retention. Nursing administration quarterly, 29(2), 137-145.

Aligning Healthcare Safety and Quality Competencies: Quality and Safety Education for Nurses (QSEN), The Joint Commission, and American Nurses Credentialing Center (ANCC) Magnet® Standards Crosswalk

This paper describes a participatory, evidence-based, patient-focused process for advanced practice nursing (APN) role development, implementation, and evaluation (PEPPA framework). Despite the growing demand for advanced practice nurses, there are limited data to guide the successful implementation and optimal utilization of these roles. The participatory, evidence-based, patient-focused process, for guiding the development, implementation, and evaluation of advanced practice nursing (PEPPA) framework is an adaptation of two existing frameworks and is designed to overcome role implementation barriers through knowledge and understanding of APN roles and environments. The principles of participatory action research directed the construction of the new framework. The process for implementing and evaluating APN roles is as complex and dynamic as the roles themselves. The PEPPA framework is shaped by the underlying principles and values consistent with APN, namely, a focus on addressing patient health needs through the delivery of coordinated care and collaborative relationships among health care providers and systems. Engaging environmental stakeholders as participants in the process provides opportunity to identify the need and shared goals for a clearly defined APN role. The process promotes increased understanding of APN roles and optimal use of the broad range of APN knowledge, skills, and expertise in all role domains and scope of practice. The steps for planning and implementation are designed to create environments to support APN role development and long-term integration within health care systems. The goal-directed and outcome-based process also provides the basis for prospective ongoing evaluation and improvement of both the role and delivery of health care services.

To gather and synthesize current empirical evidence on remote leadership and to provide knowledge that can be used to develop successful remote leadership in health care. A integrative literature review with an integrated mixed methods design. The literature search was carried out between February and March 2019 in the CINAHL, Medline (Ovid), PsycInfo, Scopus, SocIndex, Web of Science and Business Source Elite (EBSCO) databases. An integrative review was conducted to identify relevant studies published from 2010 to 2019. Of the 88 eligible studies, 21 studies met the inclusion criteria and were selected for the final review. The included studies were analysed using mixed methods synthesis, more specifically, data-based convergent synthesis. The performed analysis identified three main themes: characteristics of successful remote leadership; enhancing the leader-member relationship; and challenges in remote leadership. The first theme included the following sub-themes: remote leader characteristics; trust; communication; and leading the team culture. The second theme covered the importance of organizing regular face-to-face meetings, clear communication policies and the connection between positive team spirit and good remote leader-member relationship, while the third theme emphasized leader- and member-related challenges for remote work. As none of the identified studies had been conducted in a health care setting, future remote leadership research must also specifically consider the health care context. This will be pivotal to exploring how remote work can foster a safe workplace culture, empower health care workers, increase job satisfaction and improve patient outcomes. Remote leadership has rarely been studied in the health care context. Trust, communication, team spirit and a leader's characteristics are central to remote leadership, a finding which is useful for re-evaluating and improving the current culture at health care organizations.

Patient Safety: Grantmakers Join The Effort To Reduce Medical Errors

Jerry A. Mansfield Interview

Caring leadership plays a pivotal role in supporting nurses' well-being, fostering patient recovery, and advancing organizational performance. Despite its recognized importance, a validated instrument for measuring caring leadership has been lacking in the literature. This study aimed to develop a Caring Leadership Scale and evaluate its validity, reliability, and practical applicability. Guided by a conceptual framework of caring leadership, scale items were initially generated through qualitative interviews, open-ended questionnaires, and a comprehensive literature review. The Delphi technique was used to refine these items. A pilot survey informed further modifications before a large-scale survey was conducted with 2,125 frontline nurses from six tertiary hospitals across China. Item screening was carried out using classical test theory, including assessments of item discrimination, item-total correlations, and internal consistency (Cronbach's alpha). Content validity, factor structure, internal reliability, and acceptability were investigated using content validity indices, exploratory and confirmatory factor analyses, correlation coefficients, and descriptive statistics. An initial pool of 40 items across five dimensions was developed. Following two Delphi rounds and preliminary testing, 39 items were retained. Item analysis led to the elimination of 12 items that did not meet predetermined criteria. The final scale consisted of 27 items across five dimensions, rated on a 5-point Likert scale. The content validity indices were strong, with item-level CVIs ranging from 0.90 to 1.00, a scale-level content validity index universal agreement (S-CVI/UA) of 0.89, and a scale-level content validity index average (S-CVI/Ave) of 0.99. Exploratory factor analysis (EFA) supported a well-defined five-factor structure, with common factor variances ranging from 0.849 to 0.949. Confirmatory factor analysis demonstrated good model fit (RMSEA = 0.078, CFI = 0.964, NFI = 0.958, TLI = 0.959, IFI = 0.964). The average variance extracted (AVE) ranged from 0.834 to 0.925, and composite reliability (CR) ranged from 0.965 to 0.989. The scale showed moderate correlations with job satisfaction (r = 0.463-0.484, p < 0.001). Internal consistency was high, with Cronbach's alpha values between 0.962 and 0.993, and split-half reliability coefficients ranging from 0.955 to 0.982. This study presents the first validated instrument for measuring caring leadership in nursing. The final 27-item scale demonstrates robust psychometric properties, including excellent validity, reliability, and user acceptability. It offers a scientifically sound and practical tool for assessing caring leadership among nurse leaders.

Nursing Programs Could Sharpen LTC Focus

Nurses in primary care play critical roles during public health crises; however, nursing leadership was underutilized during the COVID-19 response. This study explores nurses' leadership roles during the pandemic and their perspectives on the value of nursing leadership in primary care. We conducted qualitative interviews with 76 nurses across four Canadian regions. Participants described their roles and the barriers and facilitators encountered during the COVID-19 pandemic. We used thematic analysis and examined themes relevant to leadership. Three themes emerged: actualizing leadership, leveraging leadership experience and the value of nursing leadership. Nurses demonstrated leadership competencies, including educating teams and developing care delivery strategies. Participants emphasized the importance of involving nursing leadership in decision making and policy development. Sustaining and leveraging nursing leadership post-pandemic is essential to enhance collaboration and strengthen healthcare systems. Involving nurses in decision making can address system challenges and improve responses to future public health crises.

Patient-Centered Outcomes Research: Early Evidence From A Burgeoning Field.

Talking the Talk: Financial Skills for Nurse Leaders

Jim Cato, EdD, RN, CRNA, CPEHR

Part 1 Involvement and partnership arrangements: primary care groups - what are they and why are they here? setting up local health groups in Wales - challenges and opportunites developing an organization made up of people who thrive on changes. Part 2 Two teams and interdisciplinary working: introducing self-directed primary care teams in the NHS - an overview of initial strategic issues interprofessional education - one aspect of archiving quality health and social care getting the message across - mental health matters in older age. Part 3 Leadership: primary care groups - a study into the development of appropriate managerial skills the role of middle managers in realizing human resource strategy - evidence from the NHS effective and ineffective leadership within the NHS in Wales strategic leadership in health care in challenging times emperor's clothes? does training pay off? evaluating health management training in the developing world. Part 4 Future trends in development: the future of the European health sector - a scenarios approach institutional change and trust in the National Health Service - examining the impact of reform on the NHS value structure explaining variation in grant funding of health voluntary organizaions by Scottish health boards power as a concept in the evaluation of telehealth.