Clinical leadership development and education for nurses: prospects and opportunities (original) (raw)
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Evolution of an innovative role: the clinical nurse leader
Journal of Nursing Management, 2012
Evolution of an innovative role: the clinical nurse leader Aims This study describes the evolution of the clinical nurse leader (CNL ®) role and its utility in a tertiary care and community hospital. Background In the US, quality and safety metrics are being publically reported and healthcare organizations are just beginning to experience pay-forperformance and its impact. The American Association of the Colleges of Nursing (AACN) developed the role of the CNL to address the complexities and challenges of providing high-quality care in the current environment. Evaluation Since 2007, a cohort of CNLs in practice has evaluated the effectiveness of the role with measures of clinical outcomes, financial savings and case studies. Key issues Having CNLs with a strategic perspective acting as facilitators and integrators of care has proven invaluable. Leadership support has been critical and commitment to maintaining the integrity of the role has ensured its success and sustainability. Conclusions This role has established its value in risk assessment, strategic quality improvement, interdisciplinary collaboration and the implementation of evidence-based solutions. Implications for nursing management The flexibility and broad scope of this role allows for its use across practice settings and represents an exciting opportunity for nursing to drive quality of care to new levels while managing costs.
Advancing the clinical nurse leader model through academic-practice-policy partnership
Nursing Outlook, 2019
The nursing profession is tasked with identifying and evaluating models of care with potential to add value to health care delivery. In consideration of this goal, we describe the Clinical Nurse Leader (CNL) initiative and the activities of a national-level CNL research collaborative. The CNL initiative, launched by the American Association of Colleges of Nursing in collaboration with education and healthcare leaders, has delineated CNL education curriculum and practice competencies, and fostered the creation of academic-practice-policy partnerships to pilot CNL integration into frontline nursing care delivery. The partnership has evolved into an Agency for Healthcare Research and Quality affiliate practice-based research network, the CNL Research Collaborative, which links research, policy, education,
Pioneering a new role: the beginning, current practice and future of the Clinical Nurse Leader
Journal of Nursing Management, 2008
Pioneering a new role: the beginning, current practice and future of the clinical nurse leader Aim To discuss the development of a new nursing role in response to the health care crisis in the United States. Background The nursing shortage and fragmentation of care has contributed to the need for nurses who are prepared to laterally integrate care, bring evidencebased practice to the bedside and provide continuity of care to patients and families. Evaluation The CNLs review the literature, share their experiences, and discuss outcomes related to improved quality of care. Key issues Having clinical nurses with a global perspective acting as facilitators and integrators of care is essential to maintaining a high standard of care. Organizational and management support is critical. The more CNLs that can be embedded in an institution, the more successful the role can be. Conclusions The varied utilization of the CNLs in this practice setting has proven its value in a short period of time and facilitated better communication and collaboration among patients and their health care team. Implications for nursing management The flexibility and broad scope of this role allows for its use in any practice setting to realize gains in quality outcomes, cost savings, improved patient flow, increased safety, nurse satisfaction and increasing organizational capacity.
A Journey to Leadership: Designing a Nursing Leadership Development Program
The Journal of Continuing Education in Nursing, 2009
Nursing leadership development is important in today's changing health care climate. Nurse leaders affect staff satisfaction, patient outcomes, and the fiscal status of most health care organizations. This article delineates why leadership development is important to nursing, how to strengthen nursing leadership, how to design a methodology for building an internal nursing leadership development program based on levels of curriculum content, and what members of an organization can help teach the curriculum. J Contin Educ Nurs 2009;40(3):107–112.
The clinical nurse leader: a response from practice
Journal of Professional Nursing, 2004
In October 2003, over 200 nurse leaders from education and practice met at the invitation of the American Association of Colleges of Nursing. A newly released white paper, describing the role of the clinical nurse leader, was discussed at the conference. This article outlines a response to that white paper from one practice setting. The article shares information about another role, that of team coordinator, that is similar to clinical nurse leader and has been implemented at an integrated not-for-profit health care system in 5 hospitals. The comparison of the team coordinator role to the clinical nurse leader role might assist in visualizing such a role in practice. Although the roles are not identical, many of the driving forces for change were similar; these included the need to meet the changing demands for improved patient outcomes and nurse retention. The team coordinator role has 4 domains of practice that are crosswalked against the clinical nurse leader 15 core competencies. An evaluation of the team coordinator role showed changes that need to be made, such as placing more emphasis on clinical progression of patients. Lessons learned are shared, including keeping the scope of the role manageable, providing documentation standards for new roles, and the leadership required of the nursing executive to implement change.
Nurse Education in Practice, 2006
This paper describes how a new framework for clinical nursing education was introduced at Counties Manukau District Health Board (CMDHB), New Zealand. The project was initiated in response to the significant legislative and post registration nursing education changes within New Zealand. The journey of change has been a significant undertaking, and has required clear management, strong leadership, perseverance and understanding of the organisation's culture. The approach taken to managing the change had four stages, and reflects various change management models. The first stage, the identification process, identified the impetus for change. Creating the vision is the second stage and identified what the change would look like within the organisation. To ensure success and to guide the process of change a realistic and sustainable vision was developed. Implementing the vision was the third stage, and discusses the communication and pilot phase of implementing the nursing education framework. Stage four, embedding the vision, explores the process and experiences of changing an education culture and embedding the vision into an organisation. The paper concludes by discussing the importance of implementing robust, consistent, strategic and collaborative processes-that reflect and evaluate best educational nursing practice.