Leadership strategies to support resilience H ealthcare workers and institutions are facing turbulent and challenging times. The cruel realities of the COVID-19 pandemic further magnified these challenges over the past 2 years. Even when not in a pandemic, the nursing profession is inherently exposed to chronic and traumatic stressors contributing to burnout, compassion fatigue, and job dissatisfaction, which can negatively affect patient care. [1][2][3][4] Work-related stressors include the emotional strain of caring for dying patients, shifts of 12 hours or more, rotating between day and night shifts, excessive workload demands, ineffective teamwork, value conflicts, and high-stress work environments. 2,3,5 The prevalence of these stressors affects nursing retention and absenteeism. 3 High turnover rates continue to be a challenge with 20% of nurses leaving their position within their first year of employment and hospital turnover rates as high as 30.7%. 3,6 This creates a cost burden for hospitals, impacting financial security, in addition to patient safety and quality of care. Studies have found significant correlations among burnout, job performance, patient safety, and high-quality care. 6,7 Faced with unprecedented healthcare practice changes and patient volumes, bedside providers' level of emotional exhaustion and stress has continued to intensify.Although researchers continue to heavily investigate the impact of the global healthcare crisis, it isn't well understood yet, and nurse leaders have a tremendous responsibility to enhance the ANDREY_POPOV/SHUTTERSTOCK HAPPYCREATOR/SHUTTERSTOCK