Original ArticlesBoundary Spanning Leadership in Response to the COVID-19 Pandemic Experience of Nurse Leaders in a Large Integrated Long-term Health Care SystemCaramanica, Laura PhD, RN, CNE, CENP, FACHE, FAAN; O'Rourke, Pamela MSN, RN-BC, LNHA, CPHRM, CHC, FACHCAAuthor Information Tanner School of Nursing, University of West Georgia, Carrollton (Dr Caramanica); and Community Health Services of Georgia, Macon, Georgia (Ms O'Rourke). Correspondence: Laura Caramanica, PhD, RN, CNE, CENP, FACHE, FAAN, Tanner School of Nursing, University of West Georgia, 1601 Maple St, Carrollton, GA 30118 ([email protected]). The authors acknowledge the following individuals for their contributions to this work: Ralph Warnock, MD, CMD; Chief Medical Officer & Executive Vice President, Community Health Services of Georgia. Dave A. Ringer, MD, CPE, CMD, FAAFP; Chief Executive Officer; Oconee Valley Healthcare Inc. Jillene Snow, MBA, BSN, RN-BC; Senior Vice President of Clinical Operations, Ethica. Karen McDonald, BSN, RN; Co-Chairperson, Nurse Executive Council for Post–Acute/Long-term Care; Vice President, Chief Clinical Officer; Mission Health. No conflict of interest for authors. Nursing Administration Quarterly: October/December 2021 - Volume 45 - Issue 4 - p 277-284 doi: 10.1097/NAQ.0000000000000488 Buy Metrics Abstract This article provides insight into the impact of boundary spanning for nurse leaders in a large integrated post–acute health care system in the southeastern part of the United States as they responded (not reacted) to the COVID-19 pandemic that threatened the lives of 2 of society's most vulnerable populations, the elderly and the disabled. Through illustrative examples, the authors describe the 6 strategies of boundary spanning leadership—buffering, reflecting, connecting, mobilizing, weaving, and transforming—that enabled these nurse leaders to respond effectively during this crisis. The literature informs on the merit of situational leadership, as no single type of leadership is right for all circumstances. Today's new novel pandemic served as a powerful catalyst for a group of nurse leaders in a large non–acute network of health care organizations, their colleagues, and other key stakeholders to reframe the boundaries that existed between their organizations and associations, thus enabling them to successfully problem solve together to accomplish several high-stakes goals. © 2021 Wolters Kluwer Health, Inc. All rights reserved.