HJAR Jul/Aug 2024

HEALTHCARE JOURNAL OF ARKANSAS I  JUL / AUG 2024 49 in the face of challenges. 1 The ability to be optimistic and supportive fosters positive, trusting relationships. These traits demon- strate self-efficacy by establishing bound- aries, which supports a positive work-life balance. Understanding resilience in nursing leadership Resilience is defined by Kester and Wei as “the ability to face adverse situations, remain focused, and continue to be op- timistic for the future.” 6 Nursing leaders focus on the ability to deal with adversity in their workplace and attain high person- al strength to adapt to stressors positive- ly. 6 Resiliency is complex and varies over time in the role and leadership experience. It requires individual attributes but also must include external resources such as organizational support, access to profes- sional development opportunities, and a supportive work environment to support their role in the position. These external resources are crucial in helping nurse leaders maintain their resilience in the face of ongoing challenges in the healthcare landscape. The American Organization for Nursing Leadership evaluated nurse leaders and found that 44% left their role within six months due to work negatively affecting their health and wellbeing. 7 Nurse leaders must psychologically thrive, positively im- pact their staff, and maintain quality care to support organizational values. 8 The ex- pectations and consistency of leadership standards across the system can substan- tiate their performance. Resilient nurse leaders are imperative to transmitting core values expected by operational leadership, even with challenging workplace con- straints and shortages. 9 HEALTHCARE WORKFORCES have faced significant challenges in recent years, exacerbating underlying issues that impact nursing and leadership. These challenges have increased job dissatisfaction, compassion fatigue, and burnout among leadership. 1 Such issues directly affect the workforce’s ability to provide safe and adequate care. Research has demonstrated that healthcare organizations with resilient leadership experience significantly lower staff turnover rates and higher patient satisfaction scores. 2,3 This underscores the urgent need for healthcare organizations to prioritize the development of resilient leadership qualities, a call to action that administrators should feel the need to support. Importance of resilience in nursing leadership Nursing leadership is pivotal in navi- gating challenging times, supporting safe care, and ensuring nursing staff has the necessary support when facing exhaust- ing circumstances. 4 Leaders foster action and commitment by setting an example in problem-solving. 5 They manage stressful situations that are high pressure and emo- tionally taxing. Resilience characteristics help leaders to remain composed. Health- care is constantly evolving with technolo- gy and new protocols. Resilient leaders can adapt to these changes quickly, leading the team despite the challenges. Nursing staff look up to these leaders for guidance and support. They are not just managers but role models who demonstrate coping skills and uplifting team morale. Leaders bounce back after failures, learn from their mistakes, and persevere. Resilient lead- ers promote confidence in their team and with administration by staying steadfast Joyce Simmons, DNP, APRN, CNS-BC Professor of Nursing CHARACTERISTICS OF RESILIENT NURSING LEADERS Active engagement High on the list for leadership success is leader engagement fostered by a lead- ership development program. 10,11 Training that focuses on being actively engaged and making decisions based on that knowledge can help a unit’s success. Nurse leaders need to be pivotal change agents that focus on engagement as an outcome, which can facilitate a healthy work environment and improve patient outcomes. 10 Adaptability Adaptability and being a change agent in the unit allow them to see leadership flexi- bility, which can support a deeper connec- tion and commitment. 12 The nurse leader is perceived as resilient by being transpar- ent about changes and potential solutions with open dialog. One of the main chal- lenges comes from being in the middle — supporting the unit and interacting with the administration simultaneously. Emotional intelligence Another critical feature of a resilient leader is proactively listening and allow- ing others to act when decisions must be made. 5,13 Leaders who possess the ability to exhibit emotional intelligence can pro- mote a shared vision with informal unit leaders. Nurse leaders must know their staff’s mood and promote positive and en- couraging language, inspiration, and grat- itude for their service. 4 These supportive atmospheres offered by leaders promote a respectful and non-judgmental environ- ment. The ability to emotionally connect with staff is an integral part of resiliency.