Aim This study aimed to understand nursing leaders' experience during the pandemic. Background COVID‐19 is a public health crisis that affects every nation in the world. Methods Purposeful sampling was used to recruit 28 leaders in a large health care system. Data were collected via semi‐structured audiotaped interviews. Results were analysed using hermeneutic phenomenology. Results The structure in which leaders worked was described as: from the day‐to‐day grind to derailment and from manning the hospital to manning the frontlines. Five phenomenological themes were as follows: embodied leadership, navigating differently, trusting and earning trust, being the calm voice and envisioning the future. Conclusion Disaster policies and procedures are needed that will alleviate leadership angst, maximize nursing resources, heighten trust and enhance communications. Implications for Nursing Management In 2020, we witnessed a previously inconceivable media and public focus on the value of nursing care. Leaders can use this pivotal moment in time as a catalyst towards securing the support needed in planning for the next pandemic.

Worldwide, two models of care are offered most often to abused women-safe shelter and justice services. No evidence exists on the differential effectiveness of the models. To provide evidence for best practice and policy, 300 abused women, 150 first-time users of a shelter and 150 first time-applicants for a protection order, participated in a seven-year study. Safety, abuse, and the emotional and physical functioning of the women and their children were measured. The procedural logistics, sampling process, metrics, and baseline descriptors for these 300 women and 300 children is presented along with implications for practice and policy.

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To provide differential effectiveness on length of stay at a shelter and receipt versus non-receipt of a protection order (PO), and outcomes of violence, functioning, and resiliency, in 300 abused women (150 first-time users of a shelter and 150 first-time applicants for a PO) who participate in a 7-year study with outcomes measured every 4 months. Four months after a shelter stay or application for a PO, abused women staying 21 days or less at a shelter reported similar outcomes compared with women staying longer than 21 days. Similarly, women receiving and not receiving a PO reported overall equivalent outcomes. Seeking shelter or justice services results in similar improved outcomes for abused women 4 months later, regardless of length of stay at the shelter or receipt or no receipt of the PO. Contact with shelter and justice services results in positive outcomes for abused women and indicates the urgent need to increase availability, accessibility, and acceptability of shelter and justice services.

Findings for the mental health functioning of women participating in this study add to the overwhelming evidence for the importance of screening for partner violence when women present for health care and for the need for effective assistance services for women who have or are currently experiencing partner violence. They also support emerging research that indicates the great need to provide effective services for the children of abused women.