Literature DB >> 19094101

Preparing nurse leaders for 2020.

Carol Huston1.   

Abstract

AIM: This article highlights eight leadership competencies likely to be an essential part of the nurse leader's repertoire in 2020.
BACKGROUND: Planning for the future is difficult, even when environments are relatively static. When environments are dynamic, the challenges multiply exponentially. Unfortunately, few environments have been more unpredictable in the 21st century than health care. The healthcare system is in chaos, as is much of the business world. It is critical then that contemporary nursing and healthcare leaders identify skill sets that will be needed by nurse leaders in 2020 and begin now to create the educational models and management development programs necessary to assure these skills are present.
RESULTS: Essential nurse leader competencies for 2020 include: (i) A global perspective or mindset regarding healthcare and professional nursing issues. (ii) Technology skills which facilitate mobility and portability of relationships, interactions, and operational processes. (iii) Expert decision-making skills rooted in empirical science. (iv) The ability to create organization cultures that permeate quality healthcare and patient/worker safety. (v) Understanding and appropriately intervening in political processes. (vi) Highly developed collaborative and team building skills. (vii) The ability to balance authenticity and performance expectations. (viii) Being able to envision and proactively adapt to a healthcare system characterized by rapid change and chaos.
CONCLUSIONS: Nursing education programmes and healthcare organizations must be begin now to prepare nurses to be effective leaders in 2020. This will require the formal education and training that are a part of most management development programmes as well as a development of appropriate attitudes through social learning. Proactive succession planning will also be key to having nurse leaders who can respond effectively to the new challenges and opportunities that will be presented to them in 2020.

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Year:  2008        PMID: 19094101     DOI: 10.1111/j.1365-2834.2008.00942.x

Source DB:  PubMed          Journal:  J Nurs Manag        ISSN: 0966-0429            Impact factor:   3.325


  7 in total

1.  Perception of work-related empowerment of nurse managers.

Authors:  Marija Trus; Diane Doran; Arvydas Martinkenas; Paula Asikainen; Tarja Suominen
Journal:  J Res Nurs       Date:  2018-01-11

2.  Nursing Leadership and COVID-19: Defining the Shadows and Leading Ahead of the Data.

Authors:  Joshua A Wymer; Christopher H Stucky; Marla J De Jong
Journal:  Nurse Lead       Date:  2021-06-12

3.  Operating theatre nurses' with managerial responsibility: Self-reported clinical competence and need of competence development in perioperative nursing.

Authors:  Ann-Catrin Blomberg; Lillemor Lindwall; Birgitta Bisholt
Journal:  Nurs Open       Date:  2021-11-06

4.  Nurse managers' perceptions related to their leadership styles, knowledge, and skills in these areas-a viewpoint: case of health centre wards in Finland.

Authors:  Soili Vesterinen; Marjo Suhonen; Arja Isola; Leena Paasivaara; Helena Laukkala
Journal:  ISRN Nurs       Date:  2013-04-03

5.  Nurse managers' leadership styles in Finland.

Authors:  Soili Vesterinen; Marjo Suhonen; Arja Isola; Leena Paasivaara
Journal:  Nurs Res Pract       Date:  2012-09-12

6.  Development and Application of a Program for Reinforcing Global Health Competencies in University Nursing Students.

Authors:  Won Ju Hwang; Hyun Hee Jo
Journal:  Front Public Health       Date:  2020-06-30

7.  Developing a decision-making dependency (DMD) model for nurse managers.

Authors:  Christine Chisengantambu-Winters; Guy M Robinson; Nina Evans
Journal:  Heliyon       Date:  2019-12-30
  7 in total

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