Collection Details : Nursing Management

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Executive Extra

  • Updated:   4/1/2021
  • Contains:  27 items
Here we've gathered the latest from our Executive Extra column, targeted to senior- and executive-level nurse leaders.

Leveraging the nurse scientist role through entrepreneurial innovation

Ridge, Richard A.

Nursing Management (Springhouse). 52(4):32-38, April 2021.

This article looks at the nurse scientist and traditional nurse researcher roles and provides a model to establish priorities and build action plans to promote successful implementation of a nurse scientist program.

The mindful nurse leader: Key take-away: Go slow before you go fast

Doucette, Jeffrey N.; Cotton, Amy; Arnow, Debra; More

Nursing Management (Springhouse). 47(11):44-48, November 2016.

The final installment in this three-part series explores leadership lessons learned from the project, through a team and an individual perspective.

The mindful nurse leader: Improving processes and outcomes; restoring joy to nursing

Pipe, Teri; FitzPatrick, Kate; Doucette, Jeffrey N.; More

Nursing Management (Springhouse). 47(9):44-48, September 2016.

The first installment of this three-part series takes a look at how mindful practice can improve processes and outcomes, and restore joy to nursing.

Nurse leader competencies: A toolkit for success

Weber, Emily; Ward, Jacqueline; Walsh, Terese

Nursing Management (Springhouse). 46(12):47-50, December 2015.

By introducing two new nurse leader roles, redefining key competencies, and implementinga 2-year training program, this organization is ensuring its future nursing leadership pipeline.

Bridging the gap between IT and nurse leaders

Smith, Candace

Nursing Management (Springhouse). 46(9):50-52, September 2015.

Find out how to take an active role in technology decisions that impact clinical workflow,timeliness of care, and patient experience.

Exemplary leadership: How style and culture predict organizational outcomes

Smith, Candace

Nursing Management (Springhouse). 46(3):47-51, March 2015.

Positively impacting staff engagement and organizational success may rest on the effectivenessof your leadership style.

Relational work: At the core of leadership

Cathcart, Eloise Balasco

Nursing Management (Springhouse). 45(3):44-46, March 2014.

A core leadership competency is relational work: the ability to create, sustain, and effectivelymanage relationships with staff members, patients and families, colleagues, and peers.

EXECUTIVE EXTRA: Leadership at 360°

Reistroffer, Cindy; VanDriel, MaryKay; Barry, Jean

Nursing Management (Springhouse). 44(12):47,50-53, December 2013.

Executive Extra: Leadership at 360-degrees

Healthcare reform in 2013: Enduring and universal challenges

Clarke, Sean P.

Nursing Management (Springhouse). 44(3):45-47, March 2013.

The real challenges on the healthcare landscape aren't specific to the legislation—in fact,they're not even specific to the United States.

The recipe for success? Invest in your team

Smith, Leslie R.

Nursing Management (Springhouse). 43(9):46-48, September 2012.

Balancing budgets and quality care is challenging, but investing in your teamis a beneficial way to counter these complexities.

The role of the corporate chief nursing officer

Hader, Richard

Nursing Management (Springhouse). 42(6):45-47, June 2011.

To consolidate resources, health systems have createdthe corporate chief nursing officer position. What are the expectations of this role?

Becoming the CNE: The first 100 days

Ridge, Richard A.

Nursing Management (Springhouse). 41(8):49-52, August 2010.

Clarifying your own values and those of the organization and staffis a prerequisite for a valid leadership assessment and vital toestablishing credibility.

Transforming Care at the Bedside: The CNO's role

Holmes, Aline M.; Chamberlain, Barbara

Nursing Management (Springhouse). 41(6):45-47, June 2010.

Launched in 2003, Transforming Care at the Bedside (TCAB) continues to significantly impact hospitals and healthcare organizations.

The "makings" of a good manager

Tuazon, Nelson

Nursing Management (Springhouse). 40(8):52-53, August 2009.

One of the traps of succession planning is that we promote the best clinicians, thinking they'll be great managers. But this isn't alwaysthe case.