American Organization for Nursing Leadership Nurse Leader Core Competencies

Abstract

Leadership competencies represent the knowledge, skills, and abilities associated with effective leadership. This fall, the American Organization for Nursing Leadership published its core nursing leadership competencies that are intended to be measurable and translatable across the care continuum and throughout all levels of nursing leadership. In this column, the authors discuss these updated competencies and the relevance to practice, academia, and industry.

Guest Editorial

“…To be effective nurse leaders, nurses must understand and be able to use a broad field of knowledge that is built on a firm foundation of nursing. The newly released “AONL Nurse Leader Competencies: Core Competencies for Nurse Leadership” illustrate this point quite well 2. The competencies are designed around 6 areas: (1) communication and relationship building; (2) leadership; (3) knowledge of the health care environment and clinical principles; (4) professionalism; (5) business skills and principles; and (6) leader within.…”

Examining the Nurse Manager Practice Environment Effects on Burnout

“…2,12 Because of the complexity of modern healthcare delivery, NMs need ability and skills as described by the American Organization for Nursing Leadership nurse leader competencies. 1 The competencies that are achieved after working at least 7 years in the position are thwarted by the fact that a large number of NMs leave their position after only 2 years in their 1st leadership position. 3 The complexities of the NM PE have been partially addressed in some hospitals by creating an NM residency program.…”

“…Since the 1990s, the NM role has evolved to one with a much greater level of responsibility 2,12 . Because of the complexity of modern healthcare delivery, NMs need ability and skills as described by the American Organization for Nursing Leadership nurse leader competencies 1 . The competencies that are achieved after working at least 7 years in the position are thwarted by the fact that a large number of NMs leave their position after only 2 years in their 1st leadership position 3 …”

“…They are essential to executing organizational strategic plans and are especially important for achieving unit and organizational success, ensuring high quality of care, optimizing patient experiences, recruiting and retaining talented staff, managing human resource issues, and developing and managing the budget. [1][2][3] However, NM success may be dependent on administrators creating and supporting healthy practice environments (PEs) for NMs. 4 The relationship between the NM and the nurse executive is critical and must be fostered through trust.…”

“…Nurse managers (NMs) are the key conduit between the clinical bedside nurse, other healthcare team members, and institutional leaders. They are essential to executing organizational strategic plans and are especially important for achieving unit and organizational success, ensuring high quality of care, optimizing patient experiences, recruiting and retaining talented staff, managing human resource issues, and developing and managing the budget 1-3 . However, NM success may be dependent on administrators creating and supporting healthy practice environments (PEs) for NMs 4 .…”