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There is growing evidence in the nursing literature regarding the positive impact of healthy work environments on staff satisfaction, retention, improved patient outcomes, and organizational performance. Although much work has been done to identify what needs to happen in practice environments to maximize the health and well being of nurses, the achievement of these key elements has proved challenging for many organizations in today’s turbulent healthcare environment (Laschinger, 2007; Ulrich et al, 2009). If a healthy work environment is to be achieved at the unit level, current and future nurses in these unit-level roles and the nurse manager role will need development and mentoring to develop the leadership skills needed to support the development of healthy work places.
Leaders can help create a deeply satisfying organizational culture at the unit level by engaging staff in the development of shared values in their work.
A failure to take steps to build cultures of engagement can lead staff to feel that they are not supported in their work. Research with Magnet-designated hospitals continues to identify important aspects of healthy practice environments (Drenkard, 2009). Another innovative leadership approach to promote healthy work environments at the unit level has been the utilization of the Clinical Nurse LeaderSM (CNL)® role.
Interest in the CNL role continues to build nationwide as nurse leaders face a healthcare environment where retention of the workforce is critical, reimbursement is based on indicators sensitive to nursing care, and patient safety is a growing concern. Unfortunately, many organizations are not investing resources in the development of both current and future nurse leaders, helping them to build the skills needed to promote healthy work environments (Sherman, Bishop, Eggenberger, & Karden, 2007). It is challenging for today’s leaders to predict what knowledge, skills, and abilities will be needed to lead in the future healthcare delivery system. Kate will read Marshall Goldman’s (2007) best selling book “What Got You Here Won’t Get You There.” Goldman pinpoints 20 bad habits that stifle successful careers and what leaders need to do to change them. Emerging leaders must be taught that relationships live within the context of conversations that individuals have, or don’t have, with one another.
Often with novice leaders, structured techniques can help to promote better team relations by providing them with a shared simple set of words that describes critical communication behaviors. The Two-Challenge Rule requires communicators to voice their concern at least twice to receive acknowledgment by the receiver.
Call-Outs are a strategy that emerging leaders can be encouraged to use to inform all team members of crucial information during emergencies. Check-Backs require the sender of the communication to verify the information that is being received by the other team member. Leaders are also encouraged to use briefings, debriefings, and huddles to keep communication lines open throughout a shift.
Agree to ground rules for discussion that are acceptable to all parties, (examples of these rules might include one person talking at a time and length of meeting times). Highlight an overall goal that all team members value, such as providing the best care possible to our patients. Keep the lines of communication open and respect differences in attitudes, values, and behaviors. Acknowledging the work and contributions of other staff members is a key leadership responsibility. Although healthcare is built around relationships, it is also a business that needs to be managed.
A self-rating on the Science of Leadership competencies in the Nurse Manager Inventory (NMLC, 2004) is a good place for emerging leaders to begin to identify their strengths and weaknesses.
Dr Elizabeth (Beth) Pross is an Assistant Professor in the Christine E Lynn College of Nursing at the FAU. Related ArticlesGrowing Nurse Leaders: Their Perspectives on Nursing Leadership and Today’s Practice EnvironmentSusan M. Save yourself hours of work and much head scratching by using our original and ready made examples to produce an interview winning CV that shows your creativity and determination.
Our bank of ready made resumes cover over 350 job roles of various professional levels and are perfect for people from all walks of life and industries.
Writing a good resume is hard work, save yourself a lot of time and research by taking the opportunity to use our superb CV Builder, examples and the other career resources.
Remember that your CV is almost always the first and only opportunity you will have to communicate directly with a recruiter.
Most CVs tend to look very similar, making it that much harder for a recruiter to distinguish between job applicants. Many recruiters still instantly judge applicants on the appearance of their CV, and will typically decide within 30 seconds of picking one up to either discard it or put it in a pile to be reviewed later.
The answer if to focus on your CV layout and to also show your ability to communicate effectively by writing something that is unusual and interesting. Try to put yourself in the recruiters shoes, what exactly are they looking for from a applicant? When you are trying to describe your work duties and achievements then prioritize on giving examples that are relevant to the vacancy.
If you are regularly applying for suitable jobs that you are qualified or skilled for and not getting invited to interviews then you may have a problem with your CV. It is advisable to place your name, address, email, home and mobile telephone numbers at the bottom of your CV. It has been said that one symptom of insanity is doing the same thing repeatedly and expecting a different result. You could one day some across a vacancy that is exactly what you want and for which you are suitably qualified.
Before you begin to use the CV examples on this page to write your CV spend a little time thinking about what sort of career you really want or would suit you. Apart from helping you to get you invited to job interviews, there are other reasons to spend time on writing a resume.
Putting yourself and your abilities under a microscope can help you to realize what career will best suit your personality and skill sets. All this reviewing will help you to reflect on your achievements to date and help you to see your career in a broad prospective. To a hiring manager who has just read through 50 CVs applying for the same job, many CVs are undistinguishable, unremarkable and all look the same. Using the correct power words in short statements can give you visibility and recognition as well as demonstrate to employers your ability to communicate effectively. Below are descriptive words you can use to describe your personality and make your CV even more precise and convincing. Deciding how to start a sentence can be frustrating, if you overuse the same words it can make your curriculum vitae look repetitive and stale. These are also known as career profiles, summaries or objectives and are short introductions to a CV that outline a candidates strongest qualities, attributes, personal characteristics as well as their ambitions. For maximum exposure it should be placed at the top of the CV, so that it’s the first thing that a prospective employer sees.
Although writing a good summary may sound like a daunting prospect, it is not as difficult as it seems. Introduce yourself, state your personal traits, core strengths and most relevant work experience.
Explain precisely how you match the employers requirements and can benefit their organization. At the end state your career ambitions and aspirations for the future, mention the job role you are after. Try to connect all of the above sections so that they lead into each other and ensure that every sentence is related to the job role you are applying for. After writing your profile a good leave it for a few hours then read it again, this way you can gauge if it sounds right.
Rewrite those sections that you are not happy with and when you are fully satisfied check it for spelling mistakes and have a friend proof read it. Only after thinking about the above questions and writing down the answers in detail should you start to put together your profile. A profile and cover letter have the same objective, with the only main difference between them being their length. In a situation where you are sending in both to a prospective employer then it’s essential to make sure that you do not repeat yourself unnecessarily in both of these statements. A unfocused, rambling and badly written personal profile can very easily turn off a recruiter and result in them not bothering to read the rest of your CV.
No matter what CV format you choose the key point to remember is to always try to target and word it at the job you are applying for. It essentially lists your career details under their own headings and in reverse chronological order, with the most recent being listed first. Your contact details - including home address, home and mobile telephone numbers and your email address. Personal summary – Write a career statement of no more than 200 words explaining your strongest points and why you feel you are the best candidate for the job. Key competencies and abilities – give a breakdown by sector of your responsibilities, achievements and skills.
Academic qualifications – List your education and give as much detail as your available space will allow your. If you have had a successful career and risen through the ranks then a chronological format is best for showing this. It may not be suitable if you have significant gaps in your career, as absences will be more prominent in the timeline. It is not suitable for people with little or no work experience like students or graduates etc.
This skills based format will focus more on a job seekers achievements, expertise and abilities rather than their career history (which is what a chronological CV would do). In a functional CV there is less emphasis and importance placed on the names of employers and more on the specific duties you preformed.
A personal summary – give an account of your relevant work experience, transferable skills and future aims. Areas of expertise – create sections under headings and sub headings and then using bullet points explain your range of skills. Career history – briefly list your present and previous employers and your employment dates.
Academic qualifications – give details of where you studied, what you achieved and when. If you have worked for many different employers for brief periods then with a functional CV you can skip having to mention all of them and instead simply sum up the overall experience and knowledge you have gained.
It allows you to focus on your strengths that you may not be able to highlight in a chronological CV. If you have gained work experience or skills in the voluntary or third sector then a functional CV is good at helping you display these. Some human resource departments do not like this format as they may not be able to see the names of the companies you have worked for.
You can leave out employment dates and job titles, however if you do this it can make employers suspicious. If you have only recently left education for instance college or University then of course you will not have much work experience. As the health care delivery environment changes and reorganizes, this timely text provides a framework for new nurses launching positions requiring polished leadership skills. Final chapters in the book explore the opportunities and career tracks available to new nurses, and go on to help the reader construct a plan in which leadership can become an integral part of their nursing career.


This text is intended for senior students in baccalaureate nursing programs, in classes such as Leadership, Management, Senior Seminar, Capstone, Preceptorship, Professional Issues, and Transition courses for RN-to-BSN or RN-to-MSN. The establishment of a healthy work environment requires strong nursing leadership at all levels of the organization, but especially at the point of care or unit level where most front line staff work and patient care is delivered. It can be challenging for today’s leaders to predict what knowledge, skills, and abilities will be needed to lead in the future. 31, 2010) "Growing Future Nurse Leaders to Build and Sustain Healthy Work Environments at the Unit Level" OJIN: The Online Journal of Issues in Nursing Vol. Many organizations, including the American Association of Critical Care Nurses (2005), the American Nurses Credentialing Center (2008), the Institute of Medicine (2004), the International Council of Nurses (2007), and the American Association of Colleges of Nursing (2002), have outlined criteria that characterize a healthy work environment. The establishment of a healthy work environment requires strong nursing leadership at all levels of the organization, but especially at the point of care or unit level where most front line staff work and where patient care is delivered.
In this article the authors will present a review of the literature addressing the importance of healthy work environments in healthcare organizations and the significant role of nurse leaders in building and sustaining these healthy environments.
A healthy work environment cannot occur without nurse leaders who support its importance, authentically live it, and engage others in its achievement (AACN, 2005). O’Neil, Morjikian, Cherner, Hirschkorn, & West (2008) found in their research that the greatest single barrier to nurses accessing leadership and professional development opportunities was the inability to get time off the unit to invest in the acquisition of new skills.
A competency model that is now widely used for nursing leadership development at the unit level is the Nurse Manager Leadership Collaborative (NMLC) Learning Domain Framework (NMLC, 2006) presented in the Figure. Ideally, this development would take place as part of an emerging leaders program that could include self-assessment tools, presentations, group discussions, reading assignments, journal reflections, experiential activities, and application exercises. She and her manager will have a short session each week to discuss her progress in being more inclusive. TeamSTEPPS TM is an evidence-based teamwork system aimed at optimizing patient outcomes by improving communication and teamwork skills among healthcare professionals.
Emerging leaders can be encouraged to assertively practice this technique when they observe a deviation from standards of practice or witness unprofessional behavior. Emerging leaders can be encouraged to use check-backs to follow up on responsibilities that they delegate to others. These tools and other information in the TeamSTEPPS program can be used to help emerging leaders improve their communication skills (Sherman & Eggenberger, 2009). Even in the most ideal of environments, communication breakdowns and conflict are inevitable on teams.
Real-time conflict situations offer excellent coaching opportunities for experienced leaders to work with novices. Managing conflict well in an environment helps to create a culture where staff feel valued. It is difficult to build healthy work environments in healthcare settings that are not financially stable. Nurse managers are in a unique position to involve emerging leaders in the development and monitoring of a unit budget. The Healthcare Financial Management Association (HFMA) and the American Organization of Nurse Executives (AONE) co-publish a nursing-business newsletter, The Business of Caring.
It is important to ensure that they develop the skills and competencies that will be needed for them to be successful. Beth has had 28 years of experience as a registered nurse, the last 11 years of which were in nursing education and administration. They can be used for full-time or part-time jobs, internal roles, external positions, promotions, new jobs, career changes, internships and work experience placements. It is a sales and marketing document that needs to be clear and simple so that a potential employer can quickly find the information they need about you. It’s therefore vital that you design a curriculum vitae that makes you more appealing, attractive and marketable than other applicants. They are excellent resources and unique documents that have been researched, targeted and written for specific job roles. The reason for this is that the top or beginning of your CV is the first thing a recruiter will see and is a prime location. If you are serious about getting a job or promotion then do not stick to one CV layout and design, especially if it is not getting you invited to interviews.
The worst case scenario is to spend a lot of time writing a first rate CV, applying for jobs and finally being successful only to find that you end up confused, unhappy and hating your career.
Employers trying to evaluate potential employees who have got past the initial selection and interview stage will value more a good professional reliable reference rather than a poor one. One way to make your resume stand out from the competition is by using affirmative, positive and powerful words and phrases.
When promoting yourself only use suitable words and verbs that are connected to your experience and industry. You need to pick different and appropriate ways to start sentences that best describe and express your abilities. They are important because they will be the first thing a recruiter reads and can be instrumental in convincing them to take you seriously, continue to read your application and invite you to a interview. Your aim being to captivate the reader as quickly as possible and entice them to continue reading the rest of your resume. The first point to note is that to be effective profiles should be brief, a maximum of two paragraphs or seven lines and no longer than 200 words long.
You will have a full page to write a cover letter, whereas for a personal summary or objective you will just have two short paragraphs.
Therefore avoid sounding vague and work hard to make your statement articulate, informative, focused and factual.
Hardworking and reliable with an ability to work on his own initiative as well as within a team.
Having a professional attitude and able to effectively manage time, establish priorities and delegate effectively. Possessing a wide range of skills, knowledge and experience that has been gained over five years of working as a professional carer for both private healthcare companies and local authorities.
The one that is going to be best for you really depends on two points, firstly what stage you are at your career and secondly where you want to go next in your career. It focuses on a individuals career history, for this reason it is favored by and ideal for people who have been in continuous employment for all or most of their working life.
Some people may decide they want to present their contact details at the bottom of the CV rather than at the top.
At the top state the job title, followed by the company name and then the period for which you were employed. Again depending on the layout on your curriculum vitae, consider using bullet points to emphasis these points.
For this reason is ideal if you want to draw attention to any specialist skills or abilities that you have. This will be the largest and most detailed part of your resume, the benefit here is that because you do not have to name employers you can include experiences that you have gained from voluntary work etc.
However some people may choose to leave this out and instead just mention their current or last employer.
Focusing on situations that require critical, creative thinking about leadership, Handbook of Nursing Leadership provides extensive real-life case studies and interactive exercises for discussion and for fine-tuning the nurse’s communication, delegation, documentation, and leadership skills.
Milstead holds a PhD in Political Science with majors in health policy and comparative politics from the University of Georgia, an MS and BS, cum laude, in nursing from The Ohio State University, and a diploma from Mt.
Milstead served as chair of the Board of Commissioners of the American Association of Colleges of Nursing Commission on Nurse Certification, chair of the Health Policy Council of ONA, and currently is an active member of the Expert Panel on Global Health and Nursing for the American Academy of Nursing.
This article presents a review of the literature regarding the importance of healthy work environments in healthcare organizations and the significant role of nurse leaders in building and sustaining these healthy environments. They will  also discusses the development of leadership skills, presenting a widely used competency model for nursing leadership development, namely, the Nurse Manager Leadership Collaborative Learning Domain Framework, a useful resource in the development of unit leaders. Kramer and Schmalenberg (2008) observed that only staff nurses can confirm whether initiatives planned and designed to improve the health of a work environment are successful. There is evidence in the literature that work environments are evaluated as being more healthy and staff retention is better when staff feel supported by their nurse manager (Kramer et al. Achievement of Magnet recognition through the American Nurses Credentialing Center (ANCC) Magnet Recognition Program® is considered in nursing to be the gold standard for hospitals seeking to build professional practice environments that are healthy and support the work of nurses. The effects of the Magnet professional practice environments on patient care were reported in several studies.
This role evolved in 2004 as an outcome of meetings that the American Association of Colleges of Nursing had held with stakeholders to discuss what changes were needed in nursing education for the future. They help to reduce the contentious relationships and communication problems that AACN (2005) described in the healthy work environment standards document.
In many organizations, very little attention is being paid to succession planning and the development of emerging nurse leaders at the point of care (Stichler, 2008).
Many current leaders in healthcare today were selected for their roles because of their clinical and technical proficiency (Sherman, Bishop, Eggenberger, & Karden, 2007). Nurse-manager leadership is necessary to support the development of healthy work environments. Strong coaching from an experienced and respected nursing leader who helps an emerging leader with self-development plans can be equally powerful when formal programs are not in place. She acknowledges that she is not inclusive in her decision making and is often judgmental about the viewpoints and contributions of others. The art of leadership involves managing relationships with others and influencing their behaviors. It was developed for use in clinical practice with funding from the Agency for Healthcare Research and Quality.
If managed effectively by emerging leaders, these breakdowns can be viewed as an opportunity for team growth.
It can be helpful to present a structured approach to resolving conflict among team members.
AACN (2005) noted that recognition of the value and meaningfulness of one’s contribution to an organization’s work is a fundamental need and important for both professional and personal development. This newsletter can be downloaded for free and serves as an excellent resource to educate emerging leaders about business and finance. The development of healthy work places that are responsive to the ever-changing healthcare environment will be in their hands. Lynn College of Nursing at the Florida Atlantic University (FAU) where she is also an Associate Professor and Program Director of the Nursing Administration and new Clinical Nurse Leader tracks in the graduate nursing program. She currently serves as an appraiser for the American Nurses’ Credentialing Center Magnet Recognition Program® which she has done for the past 6 years.
The magnet nursing services recognition program: A comparison of two groups of magnet hospitals.
AACN standards for establishing and sustaining healthy work environments: A journey to excellence.
Workplace empowerment and magnet hospital characteristics as predictors of patient safety climate. Connecting the dots: Responding to the challenges of budget and finance education for nurse leaders. Context matters: The impact of unit leadership and empowerment on nurses' organizational commitment. Healthy workplaces for health workers in Canada: Knowledge transfer and uptake in policy and practice.


The best way to stand out from everyone else and get noticed is to have a resume that is original and unique. If you were to produce a document that looked different, was easy to read (not boring) and quickly explained your relevant abilities then you would almost certainly make yourself visible and stand out from the crowd. Remember that a particular variation that might work for your work colleague may not be suitable for you. So it’s best practice to always have a up to date resume ready and waiting for any suitable job that may come along. In your personal profile your could state the general sector or industry that you are interested in i.e.
Results orientated and possessing a successful track record in cold calling, account management, and up selling. A strategic planner who possesses over ten years experience within the construction industry and is able to work as part of a busy team and on several projects at once. An effective communicator with extensive knowledge of providing care for severely disabled patients, including helping with their shopping, bathing, cleaning and medication.
It is typically no longer than 2 pages and is good if you want to stay in the same industry and show off your promotions or experience in your field. The reason for this is that they would like their personal summary to be the first thing that a employer sees and not their personal details. Under the job title write a short paragraphs giving a brief description of your employers business and then a more detailed explanation of your work duties. There is no need to include the address or contact details of any of the educational institutions. This type of curriculum vitae layout places more emphasis on your academic achievements and your future potential as a employee rather than the little work experience you have. It also discusses the development of leadership skills by presenting the Nurse Manager Leadership Collaborative Learning Domain Framework, a widely used competency model for nursing leadership development that can serve as a useful resource in the development of leaders at the unit level.
Accessible nursing leaders play a key role in helping to give nurses a voice in the improvement of patient care environments (AACN, 2005). Participating nursing leaders were urged to think completely out of the box as they looked at the issues and challenges of today’s healthcare delivery system. These problems can occur between nurses and administrators when nurse managers have responsibilities and spans of control that make it difficult both to track and monitor patient outcomes as well as to assume responsibilities for coaching the staff. The attributes and behaviors that leaders need to support the development of healthy work environments are often identified as the “soft skills” (Shirey, 2006). To address this need for leadership development, the American Organization of Nurse Executives, the Association of periOperative Registered Nurses, and the American Association of Critical Care Nurses worked collaboratively to develop a model that would identify competency domains needed by current and future nurse leaders.
Emerging leaders can be asked to do a self-rating using the competencies in the Nurse Manager Inventory (NMLC,2004).
Kate’s nurse manager views Kate as having high potential for a more significant leadership role. Casey Stengel, the beloved manager of many major league baseball teams, noted, from his own leadership career, that “Finding good players is easy. Left unresolved, conflict can cause a loss of productive work time, medical errors, decreased patient satisfaction, staff turnover, and the development of an unhealthy work culture (Manion, 2005). Kouzes and Posner (2006), two well known leadership experts in the field of business, have noted that the most significant contribution today’s leaders can make for the future is develop their successors so that they will adapt, prosper, and grow. Prior to joining the faculty at FAU, Rose had a 25-year nursing leadership career with the Department of Veterans Affairs.
Her research interests include transforming health organizations through caring values and transformational leadership. Become visible, be seen and get to the interview stage by developing an effective document that makes you shine and also demonstrates your ability to communicate. Previously responsible for increasing departmental sales by over 40% during a twelve month period.
A proven expert in cost control, feasibility studies, change control and managing building projects from pitch to completion.
Consider using bullet points and short sentences to describe your duties and responsibilities. The American Association of Critical Care Nurses has worked collaboratively with the Gannett Healthcare Group and the Bernard Hodes group to conduct national surveys of critical care nurses to assess the progress and impact of their healthy work environment standards.
These components or forces of magnetism have evolved since the early 1980s when the American Academy of Nurses (AAN) first commissioned a study to determine why, during a competitive time, certain hospitals did not experience a shortage of nurses. Ulrich’s study further concluded that even hospitals “in the process” of Magnet designation showed significant improvements in their nurse and patient outcomes because of the improved practice environments. Their discussions led to the design of the CNL role and the initiation of the CNL pilot project (American Association of Colleges of Nursing, 2007). In addition to the model, a Nurse Manager Inventory (NMLC,2004) was developed which outlines key skills needed by nurse managers in each competency domain area. They know how their communication and actions impact others and are sensitive to watching the cues in an environment when things are not going well. She is concerned, however, about Kate’s lack of tolerance of others and agrees that it could negatively impact Kate’s career if she does not commit to personal transformation. Getting them to play as a team is another story.” The same could be said of teams in healthcare settings. Emerging leaders can be coached to develop intentional behaviors that help to recognize the staff in their environments.
Golden (2008) noted that despite the need to become more financially savvy, current and emerging nurse leaders often gravitate to what they do best; and rarely does that include fiscal responsibilities.
They can be given assignments to review staffing variances and create staffing alternatives.
The Business of Caring features a Business School for Nurses as a regular educational section of the newsletter. She is widely published and speaks nationally on the topic of nursing leadership development. Besides teaching senior-level leadership courses, she was on the Nebraska State Board of Nursing for eight years. Their findings from the 2006 and 2008 studies indicate that issues still remain in the work environment that can impede the quality of care, safety of patients, and RN job satisfaction.
What was found were elements of healthy practice environments, environments where nurses were respected, valued, and had a “voice.” Forty-one of the hospitals studied were identified as Magnet organizations. The evidence clearly supports that Magnet practice environments are exemplars of healthy care environments that support professional nurse practice and quality patient care. In her role as a CNL project consultant, Tornabeni (2006) noted that the context of how nurses practice has changed and the work of nursing and patient care environments needed to be realigned to reflect this. CNLs are expected to guide the clinical team by encouraging professional development, providing continuing education, and promoting clinical excellence and collegiality.
Jack Welch (2001), the former Chairman of General Electric, noted that he spent a great deal of resources on leadership development because “Giving people self-confidence is by far the most important thing that I can do. The inventory can be used to develop charge nurses, unit facilitators, and emerging leaders. A gap analysis on a particular skill could lead to the development of an action plan to develop that needed competency. Both she and Kate are also aware that such behaviors do not support the development of a healthy work environment.
Guiding team members to get past their day-to-day problems, conflicts, and communication issues and more toward a goal of working as a high performance work team is a significant leadership challenge for emerging leaders. This recognition could be as simple as a thank you at the end of a shift, or it might involve having the emerging leader nominate staff for organizational awards.
Novice leaders often fail to understand the impact of nursing activities and staffing on the revenue of a healthcare agency. They can also be assigned to projects to elevate staff awareness about the costs of supplies and equipment. Examples of recent topics include the following: reducing hospital readmissions, evaluating staffing costs, determining return on investment, business writing tips, medical variation, and the cost of care.
These emerging leaders will ultimately replace them and continue the very important work that is being done to improve nursing work environments and most importantly patient outcomes. She brings a knowledge base from that lived regulatory experience plus her knowledge as a lawyer. This entails a paradigm shift from a more traditional command-and-control style of staff supervision toward a transformational style of leadership in which leaders enhance the motivation, morale, and performance of their follower groups.
They cite a need for improved leadership to improve staff perceptions of leadership support and reduce turnover in critical care units (Ulrich et al. Currently there are 340 ANCC-designated Magnet hospitals and another 199 hospitals in the application process (C. CNLs are in a unique position to promote a healthy work environment at the unit level because their practice is at the point of care. It is available at no cost and allows nurses to use Benner’s novice-to-expert scale to rate themselves on a variety of key leadership skills (Shirey, 2007). Yet the need to do this is critical in healthcare environments where team synergy and interdependence are required for high quality patient care.
If nurses are unable to see the financial ramifications and costs of decisions, they will be less successful in advocating for the resources needed to successfully staff and operate units. With the trend toward hospital reimbursement for performance measures that are nursing sensitive, emerging leaders need to understand how nursing care outcomes impact the financial bottom line of their institutions. This newsletter is a very rich source of business information and practical strategies that can be easily used by nursing leaders. Belonging to many professional organizations, she has focused her energies in health policy with the Nebraska Nurses Association. The positive relationship between this type of transformational leadership and satisfaction of staff is supported by research (Faila & Stichler, 2008). They also have a strong academic preparation designed to build key leadership skills to support staff. The three domains in the framework (see Figure below) also provide a useful structure to plan leadership development activities targeted to growing current and future nurse leaders at the unit level.
This authenticity in nursing leadership is often described as the glue needed to hold together a healthy work environment. Equally important in this turbulent healthcare environment is understanding the science of leadership as described below. The overall goal of all the activities described above should be to help emerging leaders develop confidence in their ability to build a business case to support their decisions. Self assessment instruments and 360 degree evaluations can be very powerful tools to help current and emerging nurse leaders assess their current strengths and weaknesses in the different dimensions of leadership. Shirey (2006) has proposed that becoming an authentic leader requires self-discovery, self improvement, reflection, and renewal. When developing emerging leaders, a self-rating on the Art of Leadership competencies in the Nurse Manager Inventory (NMLC,2004) is a good place to begin to identify strengths and weaknesses.



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