Interprofessional reconstruction of a policy for academic advancement: The evolution and evaluation of scholarship for today, tomorrow, and beyond.

Within higher education, scholarship is narrowly and inconsistently defined, limiting recognition of evolving faculty expectations, particularly for nursing faculty. At this academic medical center, a campus-wide, multi-school, academic advancement policy was achieved with a broader definition of scholarship that included: peer-reviewed publication of federally funded research, as well as innovation in curriculum development, teaching methodology, community engagement, safety and quality improvement, clinical practice, and health policy that would be applicable to tenure and non-tenure track faculty. The background, process, and outcomes of developing an expanded definition of scholarship that encompasses new and evolving areas of scholarship for a reconstructed academic personnel policy is presented. Beginning with a literature review and surveys of other schools' policies, we describe how a campus-wide working group ensured consensus and acceptance of the new policy. Upon approval of the reconstructed document, guidelines for implementation were widely disseminated through training workshops and discussions, integration into new faculty orientation, and faculty development programs. We share our process, outcomes, and lessons learned believing this information to be useful to other institutions engaged in review and revision of their promotion and tenure processes to align with the increasing expectations of nursing faculty of today and tomorrow.

Current state and future recommendations for faculty in PhD in nursing programs.

In 2020 the American Association of Colleges of Nursing (AACN) Board of Directors appointed a 9-member task force to revise AACN's 2010 position statement, The Research-Focused Doctoral Program in Nursing: Pathways to Excellence, with the goal of developing a vision for research-focused doctoral programs and graduates. This resulted in 70 recommendations in a new AACN position statement, The Research-Focused Doctoral Program in Nursing: Pathways to Excellence (2022). The new document is based on a review of the literature from 2010 to 2021 and 2 inaugural surveys sent to deans and PhD students in nursing. The new The Research-Focused Doctoral Program in Nursing Pathways to Excellence document focuses on the critical need for nurse scientists who can develop the science, steward the profession, and educate new nurse educators. Several manuscripts have been developed describing various components of the PhD Pathways document focusing on the role of faculty, students and curriculum, resources and post-doctoral education. This article focuses on the recommendations related to explicating the faculty role in PhD education and includes data from the AACN (2020) deans' survey, the current state of the professoriate involved in PhD education and the developmental needs of PhD faculty for the future.

Perceptions of preceptors' authentic leadership and final year nursing students' self-efficacy, job satisfaction, and job performance.

BACKGROUND: Preceptors are integral to the transition process of student nurses to licensed nurses. Preceptors are leaders who could utilize authentic leadership to help foster self-awareness and positive relationships and build capacity with student nurses. PURPOSE: Investigating the relationship between perceived preceptor authentic leadership and final year nursing students' self-efficacy, job satisfaction and performance. METHODS: This correlational study used data collected from 94 pre-licensure final semester baccalaureate and licensed practical nursing students from three different schools about preceptors' authentic leadership, self-efficacy, job satisfaction and performance. Mediated multiple regression analysis was used to examine the association between perceived preceptors' authentic leadership, self-efficacy, job satisfaction and performance. RESULTS: Preceptors were perceived to demonstrate authentic leadership (M = 3.21, SD = 0.68). Students' self-efficacy increased post preceptorship (t(93) = 3.96, p < .001), and authentic leadership was associated with self-efficacy (r = 0.46, p < .001) and job satisfaction (r = 0.49, p < .001). Self-efficacy mediated the relationship between job performance and authentic leadership. CONCLUSIONS: Authentic leadership has positive implications for preceptorship and nursing students' self-efficacy, job satisfaction and performance, which could enhance nurse retention.

The CNO and Leading Innovation: Competencies for the Future.

Although innovation is critical to success in today's tumultuous environment, health care is slow to embrace it, and there is significant variability in strategic adoption of innovation across organizations. Nurse leaders do not need to be innovators themselves but must engage in, and have the ability to create, an organizational culture of innovation. Twenty-six leadership behaviors specific to innovation leadership were identified through a Delphi study to develop competencies as well as the knowledge, skills, and attitudes that support nurse leaders in acquiring or expanding the capability of nurse leaders to create a culture of innovation. It was demonstrated that nursing innovation experts were able to differentiate between general leadership behaviors and innovation leader behaviors. In addition, the need to acquire basic leadership competencies before mastering innovation leader competencies was identified. Five strategies to initiate or expand a culture of innovation in organizations were identified, including (1) assessment of organizational capacity for innovation; (2) acknowledgement of the responsibility of all leaders to create an innovation-rich environment; (3) provision of education, skill building, and coaching; (4) encouragement of an ongoing practice of innovation, even in the face of failure; and (5) development of a sustainable culture of innovation.

The effectiveness of a leadership development program on self-awareness in practice.

OBJECTIVE: The objective of this study was to describe the changes in behaviors as reported by nursing leaders following participation in a leadership development program (LDP). BACKGROUND: There is a scarcity of research examining changes in leadership behaviors following LDP participation. A growing body of literature links critical behaviors and traits to outcomes among nurse managers and executives. Literature supports that leadership behaviors can be learned in educational programs if the environment is right and if the talent and capacity are present. METHODS: Focus groups and online responses were guided by a structured interview protocol to elicit responses from the participants of the behavioral changes that have occurred in them as a result of their participation in an LDP. RESULTS: Seven themes describing leadership behaviors were identified. These self-reported behaviors were present 5 to 9 months after completion of the LDP.

Innovative leadership through emotional intelligence.

Explore the relatively new concepts of emotional labor and emotional intelligence, and review leadership strategies that draw from these elements.

Exploring emotional intelligence. Implications for nursing leaders.

Emotional intelligence is being touted in the popular literature as an important characteristic for successful leaders. However, caution needs to be exercised regarding the connection between emotional intelligence and workplace success. The author contrasts 2 current models of emotional intelligence, the measurements being used, and the ability of emotional intelligence to predict success. Implications for the workplace are discussed.