Leveraging Innovation to Design a Psychiatric Mental Health Simulation for Undergraduate Nursing Students During the COVID-19 Global Pandemic.

ABSTRACT: Undergraduate nursing students experience challenges integrating didactic knowledge into the clinical care of clients living with psychiatric mental illness. Simulation can be a successful teaching strategy to mitigate some of these challenges. The aim of this pilot simulation experience was to understand how academic technology and telehealth competencies could be leveraged to support the success of standardized patient simulations for nursing students during the COVID-19 pandemic. Data from debriefings found that students had greater confidence in their technical skills than their ability to manage their emotional responses to simulation scenarios.

An Analysis of the Perceptions of Incivility in Higher Education.

The aim of this study was to understand how incivility is viewed across multiple academic programs and respondent subgroups where different institutional and cultural power dynamics may influence the way students and faculty perceive uncivil behaviors. This study used the Conceptual Model for Fostering Civility in Nursing Education as its guiding framework. The Incivility in Higher Education Revised (IHE-R) Survey and a detailed demographic questionnaire were used to gather self-assessment and personal perspective data regarding incivility in the higher education setting. This approach aspired to collect a comprehensive perspective of incivility in higher education. With data from 400 students and 69 faculty, there was limited agreement between faculty and student participants about perceptions and experiences with incivility. Faculty and students did agree that the solution to incivility may be found with the creation of a code of conduct that defines acceptable and unacceptable behavior, role-modeling professionalism and civility, and taking personal responsibility and standing accountable for actions. Despite significant differences in participants' perceptions of incivility, they shared common solutions. With a shared goal, faculty and students can work toward cultivating civility in higher education.

Disruptive Academic Behaviors: The Dance Between Emotional Intelligence and Academic Incivility.

This study aims to better understand the perceptions and experiences related to incivility by students and faculty across multiple academic programs and respondent subgroups at a regional university in the southern United States. The study used a thematic analysis to examine student and faculty responses to three qualitative questions that focused on their perceptions of recent experiences and primary causes of incivility in higher education. Clark's (2007, revised 2020) Conceptual Model for Fostering Civility in Nursing Education and Daniel Goleman's (1995) Emotional Intelligence domains were used to give meaning and context to the study findings. For this group of respondents, the study found that incivility in higher education between faculty, students, and faculty and student relationships remain pervasive. Despite the global pandemic and social unrest occurring during the study period, these behaviors did not coalesce around a specific subgroup. Both faculty and students agreed that relationship management with a keen focus on communication could mitigate academic incivility. These findings can inform educators, students, and future researchers in planning meaningful interventions that address incivility in higher education. A relational approach centered on communication skill-building is needed to combat the persistent issue of incivility in higher education.

The Effect of Academic Nurse Leaders' Toxic Behaviors.

BACKGROUND: A growing nursing faculty shortage, despite recruitment and retention efforts, is negatively affecting the nursing shortage. This study explored the relationships between academic nurse leaders' (ANL) toxic behaviors, job satisfaction, and anticipated turnover, and identified specific behaviors that affect faculty members' intent to stay. METHOD: A descriptive, correlational, mixed-methods study was conducted using a convenience sample of nursing faculty (N = 58). Participants completed the Toxic Leadership Scale, the Anticipated Turnover Scale, and the Minnesota Satisfaction Questionnaire Short-Form and also answered two open-ended questions. RESULTS: Moderate negative correlations between toxic leadership and intrinsic satisfaction, extrinsic factors, and general satisfaction were revealed, as well as specific behaviors causing faculty to want to leave. CONCLUSION: Increased awareness about the nature and influence of ANL toxic behaviors is needed to effectively address toxic behaviors and promote ANL accountability. Results indicate faculty are more satisfied in their role when ANL demonstrated open, honest, and transparent communication. [J Nurs Educ. 2022;61(2):88-92.].

Resilience, job satisfaction and anticipated turnover in nurse leaders.

AIMS: The aim was to identify relationships between resilience, job satisfaction and anticipated turnover among nurse leaders. BACKGROUND: Despite the reported value of resilience, there is a lack of research on resilience in nurse leaders. This study examined how nurse leaders describe their resilience and the relationship it has with job satisfaction and anticipated turnover. METHODS: This quantitative study used a sample of 89 nurse leaders (bedside, department, division and organisational) from a multi-hospital health-care system in southwestern Virginia. RESULTS: There are significant relationships between resilience, job satisfaction and anticipated turnover. Additionally, it was found that the variables of job satisfaction and anticipated turnover significantly overlapped in their meaning and created a new construct of intent to remain (ITR) that has a statistically significant relationship with resilience. IMPLICATIONS FOR NURSING MANAGEMENT: A stable nursing team has a positive impact on improving patient outcomes. To mitigate the impact of a nursing shortage, nurse leaders can enhance their own resilience and then recruit, hire and retain resilient staff nurses in an effort to improve nurses' ITR. CONCLUSION: With higher resilience, nurse leaders are more likely to intend to remain in their leadership positions.