Leaders Benefit From Organizational Membership: Perspectives From the United States and Canada.

This article explores the value of nurse leader membership in professional organizations in the United States and Canada. Benefits include the sharing of scholarly information, enlarging networks, and professional development.

The Healthy Disruption of Anger.

During the COVID-19 pandemic, information related to the virus changed so rapidly, and anxiety among healthcare workforce mounted exponentially. The reality of the situation was fluid; leadership had a challenging time communicating even short-term strategies. What evolved was a scared, tired, angry healthcare workforce.

ALSN 2021 Conference: Nursing Science for Leadership in the New Decade.

The Association for Leadership Science in Nursing's 2021 conference provided an opportunity to further enhance professional understanding of the difficulties facing nurse leaders as the COVID-19 pandemic continues to create unimaginable challenges. Presentations provided evidence in support of courageous caring leadership interventions.

PTSD and the COVID-19 Continuum.

The COVID-19 pandemic continues to cause chaos and confusion in health care, the outcome of which manifests itself as erratic and often incomprehensible behaviors of staff. These behaviors are symptoms of post-traumatic stress disorder (PTSD). This article explores the association of the COVID pandemic and the emergence of PTSD symptoms.

The Remote Influence of Nursing Leadership.

Maintaining connection and support of staff amid the unprecedented challenges of the coronavirus pandemic (COVID-19) was difficult. One nurse leader conscientiously sent "Monday morning messages" to assure consistent inspirational communication with staff. Although remote work caused the leader to be separated from the staff, these messages helped support them through adaption, change, progress, and promotion of resiliency.

The Moral Obligation of Nurse Leaders:: COVID-19.

The international pandemic of COVID-19 is unprecedented. Nurse leaders play a pivotal role in balancing the needs of their staff with the needs of the patients. Maintaining one's moral compass during critical decision times is of the utmost importance.

An Interdisciplinary Framework for Palliative and Hospice Education and Practice.

Leading highly functional health care teams in all practice settings is sustained through the identification of a conceptual framework to guide education and practice. This article presents an interdisciplinary framework for palliative and hospice education and practice. The framework builds on theoretical caring to convey elements of relational, holistic and compassion; articulates interprofessional tenets for guiding values; and aligns with constructs for palliative and hospice best practices.

Leadership, Longevity, and Leaning In: An Interview With Mary Jo (Joey) Bulfin.

This column profiles Mary Jo Bulfin, MBA, RN, CENP, chief executive officer of St. Mary's Medical Center, West Palm Beach, Florida. Ms Bulfin began her career as a staff nurse in the organization where she is now the CEO and discusses her career path and lessons learned.

Self-Care for Nurse Leaders in Acute Care Environment Reduces Perceived Stress: A Mixed-Methods Pilot Study Merits Further Investigation.

Acute care practice settings are stressful. Nurse leaders face stressful demands of numerous competing priorities. Some nurse leaders experience unmanageable stress, but success requires self-care.

Chief Nursing Officers' Experiences With Moral Distress.

Objective: This study explores if moral distress and its lingering residue were experienced by chief nursing officers (CNOs).

Background: Chief nursing officers, by virtue of their position and experience, are expected to uphold their professional values and act for the benefit of others. Exploration is needed to determine if the inability to do so contributes to the moral distress of these leaders.

Chief Nursing Officer Sustainment: A Phenomenological Inquiry.

Objective: The study explored factors leading to chief nursing officer (CNO) sustainment in the professional practice of nurse executive leadership.

Background: CNOs are expected to lead adaptations in care delivery in this current era of healthcare reform, requiring a multitude of new leadership skills. Exploration is needed to understand barriers to longevity, which prevent consistency of leadership and execution of vision.

Support for caring and resiliency among successful nurse leaders.

Health care practice settings are replete with competing priorities for nurse leaders who are responsible to the staff, the organization, and the patients and their families. In the midst of the competing priorities, there is a mandate for successful nursing leadership that is patient centered. To support the continuance of nurse leader success and avoid discouragement and attrition, a caring and resilient model for leadership may be necessary.