| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 2674114 | Nurse Leader | 2015 | 6 Pages |
The Institute of Medicine report The Future of Nursing 1 calls for the development of nurse leaders who possess the necessary skills to act as “full partners” with physicians and other professional colleagues in leading change and improving health outcomes. In contrast to the historical advancement of the nurse leader from expert clinician to frontline manager specializing in microsystem oversight, today’s nurse leaders must rapidly develop comprehensive leadership skills inclusive of macrosystem concepts. As the number of nurses choosing leadership as a career is in decline, the profession is even more so at risk from a significant number of experienced leaders, clinicians, and educators who plan to leave practice in the years to come.2 Organizations are faced with the challenge of identifying future leaders and fostering the professional development of managers who are capable of ensuring quality care, financial viability, and patient satisfaction in an environment that is increasingly complex. 3 and 4 Significant human and financial losses can ensue when newly appointed leaders fail to adjust to their new roles, making leadership transitions a topic of urgent importance in the healthcare industry.5
