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Journal of Nursing : Leadership



  • Authentic Leadership in Nursing
    Hallie Garrett at Kean University
    Authentic leadership, I choose this topic because it is what I aspire to be. I was treading on serious unfamiliar territory. I have never ventured upon this characteristic, but none the less; I want to be an authentic leader. I have been in the nursing world for over 20 years and have never met this strange and unfamiliar character called the quintessential “authentic leader”. I have worked with many different mangers in my career. I have noticed a common thread with each one .Leaders that were daily, dealing with emotional upheavals trying to balance their career and families. The stress from this unhappy medium; lead to mood swings and attitudes when they had a bad day. I remember as a staff nurse hiding behind curtains in my patient’s rooms to avoid the emotional outburst of my managers. This role of a leader all seemed frightening to me. I often wonder how this person is making a difference in patient care with such high levels of stress. I never had a good role model of a leader. But as I read the literature about authentic nursing leadership my spirit leaped and I could truly identify with the characteristics of this type of leader. This type of leader ventures out and takes risks and has a goal to exceed the standards of care; and is a trailblazer in the field of nursing. Authentic nursing leadership is multifaceted.
  • Clinical Nurse Leadership and Performance Improvement on Surgical Unit 
    by Cheryl A. Landry RN,MSN,CNL(c)
    There are many ways that nurses can prevent harm to their patients one method is to provide the necessary care that will promote only positive outcomes for their patients.
  • Let’s get rid of the “bad apples”
    Maureen Kroning RN EdD
    One of the most stressful challenges of the nurses working environment has become working among our own colleagues. Terms such as “Incivility”, “Bullying”, and “Lateral Violence” are now included among our long list of stressful issues nurses face each and every day. These terms include behavior that is undesirable for any institution and is counterproductive in any environment. Undesirable behaviors can involve not only nurses but any employee in an institution including that administration. The effects it has on nursing can be detrimental to the entire profession and even cause many to leave the profession of nursing altogether. We must begin to address this issue with specific interventions and we must do it now for it can and will taint the image of nurses who are smiling at work, providing caring, compassion, and good rapport with their fellow colleagues and have an investment in the organization to do well.
  • American Association of Critical-Care Nurses Brings its National Nurse Leadership Skill-building Program to Texas
    American Association of Critical-Care Nurses
    The American Association of Critical-Care Nurses (AACN) expands its hospital-based nurse leadership and innovation training program to a fourth region with the addition of eight Austin-area hospitals. AACN Clinical Scene Investigator (CSI) Academy is designed to empower bedside nurses as clinician leaders and change agents whose initiatives measurably improve the quality of patient care with bottom-line impact to the hospital.
  • Recognizing and Overcoming Toxic Leadership 
    Recognizing and Overcoming Toxic Leadership by George A. Zangaro, PhD, RN Kelly Yager, MS, RN Joseph Proulx, EdD, RN Author’s Affiliations: Assistant Professor (Dr. Zangaro), Student (Ms. Yager), Professor (Dr. Proulx), Organizational Systems and Adult Health, University of Maryland School of Nursing, Baltimore, MD. Correspondence: Dr. Zangaro, University of Maryland Baltimore, 655 West Lombard St Suite 465, Baltimore, MD 21201-1579
    Toxic nurse managers are detrimental to organizations, diminishing staff morale, thwarting creativity, and creating unnecessary job stress. Toxic nurse managers can also negatively affect an organization’s bottom line as staff absenteeism may increase, job satisfaction and critical thinking may decrease, leading to turnover and complicating innovation, decision making, and problem solving.
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