Nurse leaders thriving

Abstract

A conceptual model and strategies for application N ow more than ever, nurse leaders are facing complex challenges in healthcare systems that demand highly developed skills to adapt to physical, psychological, or social adversity and to influence change at the macro-and microlevels of an organization. Nurse leaders are expected to positively influence the workplace environment and to build thriving teams. 1 Evidence focuses on the leader's role in creating experiences in which employees feel motivated and supported. For example, Mortier and colleagues found nurse managers' authentic leadership enhances nurses' thriving at work. 2 However, nurse leaders aren't really thriving at work, and they're struggling to enhance their functioning and effectively perform their job. 3 The American Organization for Nursing Leadership reported in their longitudinal study that 45% of nurse leaders who left their positions in the past 6 months did so because of challenges they faced with their leaders, colleagues, or organization. 4 Thriving at work is essential for nurse leaders to positively impact their staff members, the quality of patient care, and the organization. In nursing, the concept of thriving at work is mainly borrowed from psychological and organizational research. The purpose of this article is to define thriving, discuss the antecedents and outcomes of thriving, and propose practical solutions nurse leaders can use to create a thriving environment. Definition of thriving at workThriving can be defined as a positive psychological state characterized by two essential dimensions: a sense of