Preface

Article Outline

• Copyright

Nurse leaders and associated staff who care for newborns, infants, and families face increasing pressures to provide care that is faster, less expensive, and of higher quality; there is no room for error in nursing care. The current nursing shortage makes it critically important that health-care organizations implement effective strategies for recruitment and retention of talented nurses. Today's leaders must change as health-care trends change and develop mechanisms to obtain the resources needed by staff to provide care. Strong leaders should nurture this dynamic relationship between individuals and the organization to promote higher employee satisfaction, teamwork, and longevity.

The series of articles in this issue approaches leadership from the bottom up. First, shared leadership is explored. This model supports staff nurses in efforts to extend influence in decisions that affect their practice. Opportunity to openly discuss issues and concerns about the workplace environment, practices, and relationships and be genuinely involved in decision-making leads to increased job satisfaction.

Nurse leaders can improve effectiveness by the development of management styles that adapt to the multigenerational workforce. Generational issues as well as leadership styles are discussed. Effective leadership requires understanding, accepting, and dealing with very different personalities. We must value the strengths of individuals and be flexible to meet the varying needs of each individual. The interpersonal style questionnaire measures your style of interpersonal relations by finding out if you are a “vanilla,” “chocolate,” or “strawberry.” It allows you to better understand yourself as well as people with whom you work. This understanding can help you improve communications, teamwork, and your own leadership style. The fact that it sounds like ice cream flavors must be a good omen!

Relationships are built and sustained because of trust-building behaviors. One of the most important roles of a leader is to build collaborative partnerships in the workplace. Tenants of Trust are discussed because it relates to leadership and teamwork. The word trust comes from the word integrity. When you trust someone, you learn to “integrate” them, their ideas, or their actions with yours. Leaders can only benefit by enhancing trusting relationships.

A leader is defined by his/her actions and not by job title. Leadership is essential at all levels. Types of leadership, including clinical leadership (clinical nurse specialist) and administrative leadership (charge nurse role), are described and discussed. Clarity of the clinical nurse specialist role, as well as the charge nurse role, can improve accountability, performance from proactive problem solving, and effect change in a unit.

This journal ends with something every nurse leader should start with—balance. An efficient nurse leader must know how to multitask yet needs to recognize and develop habits focused to create personal balance. This balance strengthens leadership performance, which can lead to greater employee satisfaction and improved retention, as well as our own satisfaction. By caring for ourselves, we can enhance our leadership abilities.