Social media plays an increasing role in professional visibility, communication, and advocacy across health care; however, limited research has examined how nurse leaders use these platforms in professional contexts. To describe current patterns of social media use among nurse leaders, including perceived benefits, barriers, and leadership-specific applications. A mixed-methods design was used, combining a national online survey distributed through professional networks, organizational listservs, and social media platforms with qualitative analysis of open-ended responses. Descriptive statistics summarized quantitative data, and thematic analysis was applied to qualitative responses. A total of 257 nurse leaders participated. LinkedIn was the most frequently used platform for professional purposes, whereas other platforms were used more cautiously or passively. Participants identified networking, knowledge sharing, recruitment, and advocacy as key benefits. Major barriers included time constraints, digital literacy gaps, perceived professional risk, and restrictive organizational policies. Nurse leaders recognize the professional value of social media but remain constrained by individual, organizational, and structural barriers. Targeted education, clearer institutional guidance, and leadership support are needed to optimize strategic and ethical social media engagement.

A major NHS trust’s chief nurse on challenges, career choices, and how to fulfil your leadership aspirations

Three senior nurse leaders share the traits that helped them get to where they are today and advice they would give their younger selves

As a manager in a rural organization, I'm noticing overwhelming uncertainty about costs, jobs, and services. Some leaders are disparaging—even making fun of long-held nursing moral and ethical values around discrimination, treating all people with respect, and patients' full participation in decisions about their health. I'm uncertain about what to say or do. What advice do you have for a young nurse leader in this situation? Uncertainty tests the very fabric of leadership. When organizations in rural settings face financial strain or shifting priorities, the moral compass of the nurse leader can sometimes be the first—and last—anchor of integrity. The meaning of stewardship, justice, and human dignity shouldn't waver, even when resources do. Context. Rural health systems are uniquely fragile—geographically dispersed, economically constrained, and socially intertwined. Every decision about cost or service ripples through entire communities, often touching the same families we serve. When leaders, under pressure, begin to disparage or devalue others, what's at stake is more than a job or a budget line—it's the covenant of trust between health professionals and the people who depend on them. The uncertainty you describe isn't merely administrative; it's moral and relational, revealing how fear distorts clarity and how expedience threatens conscience. Principle. Nursing's ethical foundation rests on three enduring principles: respect for the inherent worth of all persons, the obligation to alleviate suffering, and the moral duty to act with integrity. When others begin to challenge these principles, leadership must do more than preserve civility—it must restore coherence. In moments of institutional drift, the young nurse leader becomes a stabilizing presence, reminding others that moral clarity isn't a luxury of stable times but the discipline of uncertain ones. During these times, leadership transcends authority and becomes witness—one who holds space for values when others falter. Implication. Practically, this means three things: first, name what you see—quietly but clearly. Silence in the face of disrespect is a kind of consent. Use language that frames behavior, not character: “I'm concerned that our language about patients is slipping from care to judgment.” Second, ground your response in shared purpose. Bring discussions back to mission and standards, especially the professional code of ethics. Ground your appeal in the organization's declared values rather than in personal indignation. Third, model the alternative. When fear drives scarcity thinking, demonstrate abundance in presence: listen longer, invite others to the table, ensure the unheard are included. In doing so, you transform leadership from control to conscience. Reflection. Uncertainty clarifies who we are. When systems tremble, the character of a leader becomes visible in proportion to their steadiness. This steadiness isn't stoicism; it's faithfulness. You may not have all the answers, but you can embody the right question: “What does justice look like here, now, with these people?” Such questioning keeps the moral imagination alive and prevents cynicism from hardening into resignation. Rural communities know the difference between those who stay to heal and those who stay to rule. Be counted among the healers. Purposeful insight. Every generation of nurses faces its own test of conscience. Yours happens to be one of moral fatigue in an age of financial scarcity and restraint. Yet leadership, especially in nursing, is always an act of moral reconstruction—aligning systems with the values that first called us to serve. You will be tempted to retreat into neutrality, to protect your role by softening your stance. Resist that temptation. Instead, cultivate courageous kindness: speak with clarity, act with compassion, and stand without arrogance. Leadership in times like these isn't about having power over uncertainty but about giving purpose to those who must walk through it. Your words and actions—anchored in equity, transparency, and respect—become the moral scaffolding others cling to. Remember: ethics aren't preserved by policy alone but by the daily courage of those who refuse to let fear replace fairness. Hold fast to that truth. When the noise of panic swells, your integrity will speak more loudly than any difficulty or disparagement. And someday, when another young nurse stands before you asking the same question, your life will be the answer.

Telehealth is now integral to health care; however, billing and reimbursement remain inconsistent and inequitable for nurse practitioners and registered nurses. This article examines key challenges and highlights nurse managers' leadership in addressing coding confusion, regulatory risks, and reimbursement gaps through education, artificial intelligence integration, and policy advocacy to support care quality and revenue.

After implementing a comprehensive fall program, a critical process for investigating patient fall events, the post-fall huddle form (PFHF), was identified as an opportunity to collect extensive data to promote fall prevention. However, the PFHF was a manual process in paper format only and consisted of approximately 50 questions. The process was deemed laborious and wasn't consistently completed. The aim was to promote completion rates and evaluate the impact on direct care nurses in a neurosciences unit. The quality improvement project included designing an electronic PFHF, education for entering and validating the data, routine feedback, and pre- and postimplementation surveys. Supportive features included force functions, deidentification, electronic health record interoperability, and automated leader notification. Completion rates improved from 11.1% to an overall average of 99.6%. There was statistical significance related to decreased time to complete the form electronically for the initiator (P = .035) and the validator (P = .003). Frustrations and concerns expressed during the preimplementation survey decreased upon using the electronic PFHF. Utilizing technology, the electronic PFHF increased completion rates, enhanced data collection, and improved staff satisfaction. In addition, health care leaders increased the valuable data needed to promote patient safety and cost-savings.

Nurse managers face significant stress and responsibility, impacting both their well-being and leadership effectiveness. Research suggests that strong self-leadership (SL) and emotional intelligence (EI) skills contribute to resilience, effective decision-making, and healthier work environments. The study aims were to identify the SL and EI levels of nurse managers and explore the relationship between SL and EI. The study had a descriptive, correlational cross-sectional design. A one-time survey of nurse managers was conducted using the Revised Self-Leadership Questionnaire (RSLQ) and Trait Emotional Intelligence Questionnaire (TEIQue) - Short Form. Nurse managers reported moderate levels of SL (mean = 3.71; SD = 0.45) and EI (mean = 5.59; SD = 0.50). The Pearson correlation coefficient for the relationship between EI and SL was statistically significant ( r = 0.262, P < 01). SL and EI are essential, teachable competencies for effective nurse management and system success. By strengthening these traits, organizations can enhance leadership effectiveness, staff engagement, and care outcomes. This study serves as a foundational step toward building data-driven training frameworks that empower nurse managers to lead themselves, and their teams, with intention, insight, and impact.