Finding Commonality: An Integrated Model for Nursing Leadership

Defining leadership within the nursing profession has included statement “every nurse is a leader.”1Cline D. Crenshaw J.T. Woods S. Nurse leader: definition for 21st century.Nurse Leader. 2022; 20: 381-384Abstract Full Text PDF Scopus (2) Google Scholar Nonetheless, there distinct difference in role expectations, scope, and standards of practice among informal, formal, volunteer leaders. Given current health care environment variation models, need to align commonality, communication, expectations various concepts across settings, professions, industries. This article outlines an integrated model available as American Organization Nursing Leadership resource at https://www.aonl.org/aonl-resources. It possible all nurses exhibit some form leadership.2Miles J.M. Scott E.S. A new development education.J Prof Nurs. 2019; 35: 5-11Crossref PubMed (31) Nurses begin their initiation into breadth depth by developing or further competencies part pre-licensure education. Some may serve informal leaders throughout careers. be involved both formal roles, while others spend majority career roles. Success roles determined accomplishments (or measurable outcomes) mastery (knowledge, skills, abilities). Transitions over time from voluntary opportunities positions require reflect individual’s competencies, experience, accomplishments. To bring together based on understanding that “efficacy beliefs are foundation human agency,” ultimately impacting motivation, challenges undertaken, persistence efforts3Bandura A. Self-efficacy: toward unifying theory behavioral change.Psychol Rev. 1977; 84: 191Crossref (30073) Scholar,4Bandura Social cognitive theory: agentic perspective.Ann Rev Psychol. 2001; 52: 1-26Crossref (7004) Scholar; was developed (Figure 1). Bandura’s theory, which emphasizes relationship traits (e.g., personal qualities, attributes characteristics) self-efficacy, can applied facilitating leader growth profession. Traits defined “relatively stable coherent integrations characteristics.”5Zaccaro S.J. Green J.P. Dubrow Molze M.J. Leader individual differences, situational parameters, outcomes: comprehensive review integration.Leadersh Q. 2018; 29: 2-43Crossref (109) have been assessed using personality motivational instruments ability tests.6Allworth E. Passmore J. Using psychometrics psychological tools coaching conversation.in: Psychometrics Coaching: Psychological Psychometric Tools Development. Kogan Page, London, UK2009: 7-24Google Successful preferred widely generally include integrity, self-awareness, gratitude, empathy. Without progression leaders, but not considered successful “good leader” because they lack desired traits. Representing context continuum competency this started with considering Benner’s7Benner P. From Novice Expert: Excellence Power Clinical Practice. Addison-Wesley Publishing Company, Menlo Park, CA1984Crossref premise novice expert skill acquisition clinical judgment Benner asserted learners develop moving through 5 stages (novice, advanced beginner, competent, proficient, expert) nonlinear ebb flow process. derived Dreyfus where acquisition8Dreyfus S.E. H.L. Five-Stage Model Mental Activities Involved Directed Skill Acquisition. (No. ORC-80-2). California University Berkeley Operations Research Center, Berkeley, CA1980Crossref results direct instructions assist one becoming more experienced competent job task time. follows then move stage another, competencies. Conversely, development/acquisition complex process necessarily linear. importance attributes, novice-to-expert paradigm expanded adapting Capability Model9Fernandez global frontier.J Gen Manage Res. 2014; 1: 37-50Google Scholar,10Mencl Wefald A.J. van Ittersum K.W. Transformational attributes: interpersonal engagement, well-being.Leadersh Organ Dev. 2016; 37: 635-657Crossref (27) individuals would journey including Individual intelligence/educational level, ethics, intellectual learned acquired experience), personality. next level development. Next, create outcomes. The intent describe fluid Mastery inherent particular position. Instead, outcome evolves though experience professional Outcomes metrics standardized criteria. strong attaining mastering will limited.11Gottfredson R.K. Reina C.S. (2021). Illuminating foundational mindsets should play development.Bus Horiz. 2021; 64: 439-451Crossref (4) In model, extrinsic contextual factors affect attainment/mastery learning others, mentoring, coaching, training/development, feedback. complemented experiential supported research evidence. key method help gain knowledge observation experimentation work setting. Such critical qualities Lastly, attempts combine set forth literature associated roles,12Porter-O’Grady T. Malloch K. Quantum Leadership: Creating Sustainable Value Health Care.5th ed. Jones & Bartlett Learning, Burlington, MA2017Google Scholar,13Shirey M. practices healthy environments.Nurs Manage. 2017; 48: 42-50Crossref (32) overlap those published promulgated organizations. goal use terms (found rectangular boxes right-hand side model) broadly advance responsibilities, common language discipline critical. Several sources available. First Leadership. These settings. AONL Core Competencies© 6 domains leadership. include: business skills principles, communication building, environment, professionalism, leadership, within. Five anchored Within domain.14Hughes R.G. Meadows M.T. Begley R. core competencies: framework reaching levels.J Nurs Adm. 629-631Crossref Each these inextricably linked attributes. Second Essentials Association Colleges emphasizing education resilience, self-care, well-being, contributing nurse’s thrive settings.15American (AACN)The Essentials: Competencies Professional Education.https://www.aacnnursing.org/Portals/42/AcademicNursing/pdf/Essentials-2021.pdfDate: 2021Date accessed: March 22, 2023Google Third found Future reports.16Institute MedicineThe Nursing: Leading Change, Advancing Health. National Academies Press, Washington, DC2010Google Scholar,17National SciencesEngineering, Medicine. 2020-2030: Charting Path Achieve Equity. DC2022Google first 2 reports emphasized needed full partners helping improve care, profession, take responsibility identifying problems areas system improvement, track improvement time, make necessary adjustments realize established goals. report also policy effectively participate lead, decisions, engage reform-related implementation efforts advisory boards.16Institute second imperative lead team members systems/health impact medical social driving outcomes equity.17National used frame complexity Effective begins one’s opportunity grow refined mentorship, Opportunities provide effective forum refine knowledge. Robyn Begley, DNP, RN, NE-BC, FAAN, chief executive officer vice president workforce Hospital Chicago, Illinois. Ronda Hughes, PhD, MHS, CLNC, senior director She reached [email protected]