Original ArticlesLeveraging Advanced Practice Nursing in Complex Health Care SystemsYounger, Samuel J. PhD, MHA, MSN, AGPCNP, FACHEAuthor Information Department of Cardiac Surgery, Vanderbilt Heart and Vascular Institute, Vanderbilt University Medical Center, Nashville, Tennessee. Correspondence: Samuel J. Younger, PhD, MHA, MSN, AGPCNP, FACHE, Department of Cardiac Surgery, Vanderbilt Heart and Vascular Institute, Vanderbilt University Medical Center, 1215 21st Ave South, MCE South Tower, 5th Floor, Nashville, TN 37232 (firstname.lastname@example.org). The author declares no conflict of interest. Nursing Administration Quarterly: April/June 2020 - Volume 44 - Issue 2 - p 127-135 doi: 10.1097/NAQ.0000000000000408 Buy Metrics Abstract The US health care system has seen unprecedented growth in health care cost with only a mediocre return on investment. Achieving sustained quality improvement will require innovation that is effectively integrated into complex systems of care. Complexity leadership has the ability to place value on traditional quality improvement processes, with less focus on rigid structure and more attention on the potential for flexibility and creativity at the point of care. Clinical team leaders, such as nurse practitioners, must nurture adaptability to the constantly changing clinical environment while balancing structured thinking of team members. Nurse practitioners operating in interdisciplinary teams are well positioned to foster adaptive change through rapid cycle improvements at the point of care. As a learning approach to quality improvement, the PDSA (plan-do-study-act) method should be seen as a useful tool for organizations to create an emergent quality improvement process. This article discusses the significance of nurse practitioner leadership using the PDSA method informed by complexity leadership theory and the impact for clinical practice. © 2020 Wolters Kluwer Health, Inc. All rights reserved.