AONE Guiding Principles for Future Care Delivery Reference List

This is Part 2 of a 2-part article on the new and emerging characteristics and elements of leadership for changing, fast-paced organizations. As we leave the 20th century workplace and are increasingly driven by innovation and technological transformation, new roles are demanded from everyone. Leadership expression now calls for a different emphasis and skillset from those that predominated in the past. The first article (February 2003) focused on the context of leadership affecting what leaders do and how they must now behave. This article centers on the activities of leadership and the new learning and skill-set development that will increasingly be required of leaders in a fundamentally altered work environment. (C) 2003 Lippincott Williams & Wilkins, Inc. Porter-O'Grady, T. Of Hubris and Hope: Transforming Nursing for a New Age. Nursing Economic$. 21(2):59-64, March April 2003. No Abstract provided. Rovin, S. and Formella, N. Creating a Desirable Future for Nursing, Part 1: The Nursing Shortage Is a Lack of Creative and Systemic Thinking. JONA, 34(4):163-166, April 2004. Abstract: This article is the first in a 3-part series that supports a novel and comprehensive approach to the nursing shortage, that of idealized redesign of the nursing profession. Identifying the current approach as being one dealing with the symptoms, rather than the causes of the shortage, the authors argue for a qualitative, rather than the popular quantitative, approach to the shortage. Part 2 of the series (June 2004) focuses on the need for redesign based on contemporary nursing and work force issues. Part 3 (July/August 2004) suggests a path forward to advance this redesign work. (C) 2004 Lippincott Williams & Wilkins, Inc. This article is the first in a 3-part series that supports a novel and comprehensive approach to the nursing shortage, that of idealized redesign of the nursing profession. Identifying the current approach as being one dealing with the symptoms, rather than the causes of the shortage, the authors argue for a qualitative, rather than the popular quantitative, approach to the shortage. Part 2 of the series (June 2004) focuses on the need for redesign based on contemporary nursing and work force issues. Part 3 (July/August 2004) suggests a path forward to advance this redesign work. (C) 2004 Lippincott Williams & Wilkins, Inc.