The System Chief Nurse Executive Role

Abstract

As the health care system landscape continues to evolve toward more integrated care, a trend toward consolidation of hospitals into larger systems continues. The systems are more than the traditional hospital-centric structures, as acute care becomes just one component to a larger system that includes ambulatory care, acute and post-acute care, chronic disease and end-of-life management, and all structures in between. To provide leadership in these new models, there have been an increasing number of system chief nurse executives hired both to facilitate the integration of care and to align and standardize nursing practice across the continuum. By definition, the role of the system chief nurse executive differs from that of the entity chief nursing officer. A crosswalk is presented that describes the differences between the roles and reflects on the implication for system chief nurse executives during our changing times.

A competency model for nurse executives

“…This proposal coincides with that of AONE, which uses the competent, proficient and expert levels for the development of competencies, and highlights how these levels are achieved through master's or doctoral studies (Crawford et al, 2017; Waxman et al, 2017). Furthermore, the results of the present study emphasize the need for a high level of competence development, similar to the conclusion of Sandehang et al (2019) and Clark (2012), who stated that the nurse executives required a deep development of competencies beyond the field of nursing.…”

“…Nurse executives (in Spanish: ‘directora de enfermería’ and ‘subdirectora de enfermería’) are responsible for aligning the mission, vision, values, philosophy and culture of their organizations with nursing care activities, as well as for transferring this corporate perspective to other nurses (Clark, 2012) (Figure 1). Likewise, they are responsible for managing resources, organizing nursing care, planning and evaluating the services provided and contributing to the achievement of optimal results for both their organizations and patients, as well as providing support and motivation for teamwork (American Organization of Nurse Executives, 2015; Scoble & Russell, 2003).…”

“…Likewise, they are responsible for managing resources, organizing nursing care, planning and evaluating the services provided and contributing to the achievement of optimal results for both their organizations and patients, as well as providing support and motivation for teamwork (American Organization of Nurse Executives, 2015; Scoble & Russell, 2003). Due to the increasing responsibilities that the nurse executives must address, extensive training—including adaptation to complex environments and competencies—are often required, for which a doctoral level is preferable (Clark, 2012). While management competencies are an essential resource to identify, guide and train nurse executives (Meadows & Dwyer, 2015), such competence training in management must go beyond the field of nursing (Baxter & Warshawsky, 2014; Chase, 2012; DeOnna, 2006).…”

Nurse managers’ competencies: A scoping review

“…Therefore, nurse managers play a key role, since they not only carry out clinical leadership and management, but are also responsible for translating the strategic vision and the values and objectives of the organisation's care actions (Chase, 2010; Ofei et al., 2020). Due to increasing responsibilities of nurse executives, extensive training—including adaptation to complex environments and competencies—is often required, for which a doctoral degree is preferable (Clark,2012).…”

Intervenções Médicas No Parto Vaginal: Uma Revisão Integrativa

“…Outra tendência diferenciada foi evidenciada através de um trabalho realizado no Texas (CLARK, 2012), no qual uma nova modalidade de "enfermeiro gestor" é estudada, traduzindo para o Brasil como "enfermeiro chefe executivo". Esse título/ cargo/especialização pode ser usado em toda uma gama de estruturas e sistemas.…”