Leading the Way

February 2017 Vol. 12 No. 2

Author: Rose O. Sherman, EdD, RN, NEA-BC, FAAN

Mary*, a new manager in the operating room, prides herself on being a strong advocate for her staff, quickly acting on every issue with which she’s presented. So she’s a little surprised when her leader-mentor Susan tells her that she’s developing a reputation for being overly . . .

December 2016 Vol. 11 No. 12

Author: Stacy A. Byram, MHA, BSN, RN, NE-BC

Use of various just-in-time staffing solutions (unit PRN staff, facility float pool, overtime, per diem agency, and travelers) to meet patient care needs creates a struggle for hospitals to remain within budget to achieve adequate staffing.

At Novant Health, a large, not-for-profit, integrated healthcare system that . . .

November 2016 Vol. 11 No. 11

Author: Cynthia M. Clark, PhD, RN, ANEF, FAAN

Civility is not situational. What a leader must manifest all day, every day, is civility, because civility is—or at least should be—an expectation and imperative for all of us…especially in health care.
—Michael S. Woods, MD, MMM, author and healthcare consultant
Recognizing, addressing, and preventing incivility calls . . .

September 2016 Vol. 11 No. 9

Author: Jennifer L. Titzer Evans, DNP, RN

In light of the predicted nursing shortage, nursing leaders need to take strategic action to prepare nurses to assume key leadership roles in the near future. Proactive succession planning programs are a key strategy for addressing the impending shortage of nurse leaders. Such planning involves identifying highpotential individuals and formally . . .

October 2016 Vol. 11 No. 10

Author: V. Susan Carroll, MS, RN, SCRN, and Timothy M. Carrigan, PhD, RN, FACHE

Patient satisfaction has long been one way that hospitals measured quality, albeit indirectly. The surgical services division of Rush University Medical Center, an academic medical center in Chicago, IL, planned and implemented a broader approach to measuring quality based on purposeful daily leadership rounding (PDLR) specifically focused on clinical quality . . .

August 2016 Vol. 11 No. 8

Author: Armi S. Earlam, DNP, MPA, BSN, RN, CWOCN

Lean and Six Sigma are well-established quality improvement tools. Combining the two creates a synergistic effect, boosting effectiveness. In the hospital where I work, we used Lean Six Sigma to reduce hospital acquired pressure ulcers (HAPU) by 60%. In this article, I answer common questions related to these tools . . .

July 2016 Vol. 11 No. 7

Author: Deborah E. Trautman, PhD, RN, FAAN

Transforming health care is a complex challenge that can best be met through a coordinated response from academia and clinical practice. Working together, chief nursing officers (CNOs) and academic leaders ensure that clinicians are prepared to provide high-quality patient care and influence the systems where they practice.
To better . . .

June 2016 Vol. 11 No. 6

Author: Vickie Hughes, DSN, MSN, RN, CNS

One of the most painful experiences for any parent is the death of a child. The family is deeply affected by the loss, and the extended “family” of co-workers, neighbors, and community are also affected. However, not many organizational leaders, including those in health care, are prepared for the . . .