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Nurse Executives (nurse + executive)
Selected AbstractsSkills and Competencies for Today's Nurse ExecutiveNURSING FOR WOMENS HEALTH, Issue 3 2006JaynelleF. No abstract is available for this article. [source] Perinatal Patient Safety From the Perspective of Nurse Executives: A Round Table DiscussionJOURNAL OF OBSTETRIC, GYNECOLOGIC & NEONATAL NURSING, Issue 3 2006Kathleen E. Thorman Six nurse executives across the United States discussed issues related to perinatal patient safety. Gaps in communication were identified as one of the biggest challenges facing nurse executives. Other issues included expectations of regulators and accreditors, the pressure for productivity with limited resources and staffing, and undercapitalized technology versus safety and staff competence. Each nurse executive discussed a perinatal patient safety initiative implemented recently in her organization. If costs were not an issue, construction of facilities, adoption of electronic documentation, and adding positions to help assure patient safety were at the top of their wish lists. Patient safety continues as the number one priority for nurse executives. JOGNN, 35, 409-416; 2006. DOI: 10.1111/J.1552-6909.2006.00058.x [source] The nurse executive: challenges for the 21st centuryJOURNAL OF NURSING MANAGEMENT, Issue 1 2000BAPPSCI(NSQ), DEPAPPSCI, M. Fedoruk MHA Aim The aim of this paper is to examine the challenges facing the nurse executive in the 21st century by questioning the traditional attributions of leadership to the nurse executive role. Background Historically, the leadership role in nursing has been assumed by the nurse executive. The predominantly female character of nursing, however, has ensured that demonstrations of leadership amongst nurses have been infrequent and compatible with prevailing male-defined ideologies. Examples of this include career restructuring and educational reforms in Australia. Findings This paper found that the apparent lack of leadership in nursing was able to be traced back to early management theories which categorized leadership as a function of management. Conclusions If nurses are to assume leadership positions in the health care system of the 21st century, nurse leaders will have to let go of traditional managerial practices and behaviours. In the emerging health care system of the new century, nurse executive practices will focus on achieving change rather than predictability in organizational outcomes. [source] Perinatal Patient Safety From the Perspective of Nurse Executives: A Round Table DiscussionJOURNAL OF OBSTETRIC, GYNECOLOGIC & NEONATAL NURSING, Issue 3 2006Kathleen E. Thorman Six nurse executives across the United States discussed issues related to perinatal patient safety. Gaps in communication were identified as one of the biggest challenges facing nurse executives. Other issues included expectations of regulators and accreditors, the pressure for productivity with limited resources and staffing, and undercapitalized technology versus safety and staff competence. Each nurse executive discussed a perinatal patient safety initiative implemented recently in her organization. If costs were not an issue, construction of facilities, adoption of electronic documentation, and adding positions to help assure patient safety were at the top of their wish lists. Patient safety continues as the number one priority for nurse executives. JOGNN, 35, 409-416; 2006. DOI: 10.1111/J.1552-6909.2006.00058.x [source] Determining the professional behaviour of nurse executivesINTERNATIONAL JOURNAL OF NURSING PRACTICE, Issue 4 2010Filiz Hisar PhD RN Hisar F, Karada, A. International Journal of Nursing Practice 2010; 16: 335,341 Determining the professional behaviour of nurse executives This study was carried out with the aim of determining the professional behaviour of nurse executives. The sample of the study included 104 nurse executives working in university, state and private hospitals in Turkey. Data were collected using a questionnaire, which included demographic characteristics of nurses and a Behavioral Inventory Form for Professionalism in Nursing (BIPN). The questionnaire was filled out by the nurses. The BIPN results showed that the mean score of nurse executives was low. Although the scores of nurse executives who had completed postgraduate studies in nursing were the highest, those who had only completed an associate degree programme were the lowest. In conclusion, the professionalism scores for Turkish nurse executives were found to be low; recommendations for improving these scores were made. [source] Do we really understand how to retain nurses?JOURNAL OF NURSING MANAGEMENT, Issue 4 2006LINDA O'BRIEN-PALLAS RN Aim, To compare views of nurse executives with those of nurses who have left the profession on the importance of retention strategies. Background, Although much has been written about nursing turnover, there continues to be dissonance among decision makers as to why nurses leave the profession and what the most crucial issues are for retention. Method, Factor analysis was undertaken to compare responses of nurse executives with those of nurses employed outside of nursing. Results, Contract requirements represented the greatest discrepancy, 1.07, followed by legal and employer issues, 1.02; worklife/homelife balance, 0.91; external values and beliefs about nursing, 0.75; and professional practice, 0.29. Conclusions, A disparity exists between perceptions of nurse executives and those of nurses who have left the profession as to which issues are most critical in retention. We suggest that nurse executives ensure sufficient organizational support for nursing unit managers who are more likely to understand methods of retaining nurses at the clinical interface. [source] Measuring Nursing Power Within OrganizationsJOURNAL OF NURSING SCHOLARSHIP, Issue 2 2003Christina L. Sieloff Purpose: To describe the Sieloff-King Assessment of Departmental Power (SKADP) instrument and the psychometric evaluation of both the SKADP and its revision: the Sieloff-King Assessment of Group Power within Organizations (SKAGPO) instrument. Design: A survey of 357 chief nurse executives in the United States to psychometrically evaluate the SKAGPO. Methods: Psychometric evaluation of the SKAGPO included: (a) internal consistency reliability using Cronbach's alpha coefficient, split-half with the equal-length Spearman Brown Correction Formula, and item analysis; (b) concurrent criterion-related validity; and (c) factor analysis. Findings: Cronbach's alpha coefficient for the SKAGPO was.92. Subscales' alphas ranged from.63 to.88. Item-total correlations ranged from.24 to.68, with an average item-total correlation of.48 (n = 334). Concurrent criterion-related validity was supported. Conclusions: The SKAGPO and the related subscales showed initial reliability and validity. [source] Perinatal Patient Safety From the Perspective of Nurse Executives: A Round Table DiscussionJOURNAL OF OBSTETRIC, GYNECOLOGIC & NEONATAL NURSING, Issue 3 2006Kathleen E. Thorman Six nurse executives across the United States discussed issues related to perinatal patient safety. Gaps in communication were identified as one of the biggest challenges facing nurse executives. Other issues included expectations of regulators and accreditors, the pressure for productivity with limited resources and staffing, and undercapitalized technology versus safety and staff competence. Each nurse executive discussed a perinatal patient safety initiative implemented recently in her organization. If costs were not an issue, construction of facilities, adoption of electronic documentation, and adding positions to help assure patient safety were at the top of their wish lists. Patient safety continues as the number one priority for nurse executives. JOGNN, 35, 409-416; 2006. DOI: 10.1111/J.1552-6909.2006.00058.x [source] Nursing Leadership in the BoardroomJOURNAL OF OBSTETRIC, GYNECOLOGIC & NEONATAL NURSING, Issue 3 2004Kathleen E. Thorman BSN It is critical that nurse leaders, including chief nurse executives and service line directors, be part of the institutional decision-making process about resource allocation, strategic direction, and planning for the future. Nurse leaders can use numerous strategies to influence decisions made in the boardroom that affect the women's service line, including perinatal and women's health. These strategies include building on the importance of women's services to the organization, working in collaboration with senior leaders and key physician leaders, marketing, and reaching out to governing boards with information. Nurse leaders must continue to prepare for the future to thrive in the increasingly complex health care environment. [source] | ||||||||||||||||||||||