HJAR Jul/Aug 2024

50 JUL / AUG 2024 I  HEALTHCARE JOURNAL OF ARKANSAS NURSING Problem-solving skills Nurse managers see workflow and prob- lems from an expanded perspective, tak- ing macro- and micro-level assessments. Problem-solving characteristics include voluntarily using discretionary effort, which means going the extra mile for staff and the organization. Leaders see both sides of a problem and break it down to provide a positive outcome, even if it takes more effort. Ethics Ethical leadership is considered one of the highest values that a leader can possess. 14 Leaders who adopt an ethical viewpoint and demonstrate compassion, empathy, and active listening skills can positively impact an entire unit. Self-awareness Another characteristic of resiliency in nurse leaders is being genuine and authen- tic. Being fully self-aware of their abilities and anticipating the staff’s needs can lead to successful management. Nurse leaders must be aware of their actions and the re- percussions. 5 Optimism Authentic leaders provide hope, re- silience, efficacy, and optimism in the workplace, supporting their staff’s psy- chological needs. 4 Leaders need a strong understanding of the workflow to foster well-being and support open dialog and positivity. Supportive communicator Leaders required regular supportive communication to facilitate resilience in their unit and when working with admin- istrative requirements. Inspiration offered by nurse leaders can be vital to promoting a solid work ethic. Regular communication is one way a nurse leader supports staff during any adaptation, change, or progress requiring resilience. Inspiring and empow- ering nurses while supporting an organi- zation’s commitment to safe and quality care is part of effective communication. 14 Resilient leadership is not just a person- al trait but a crucial factor in promoting a safe and productive workplace environ- ment. It supports nursing staff retention, job performance, and positive outcomes. The positive correlation between these attributes and resiliency can promote job satisfaction and attrition, inspiring the nursing workforce to stay in their posi- tions. 15 Resilience in nursing leadership is about professional growth and its impact. It is about navigating the multilayered healthcare environment and ensuring the well-being of both staff and patients. More to come on resilience in nursing. n REFERENCES 1 Cooper, A.L.; Brown, J.A.; Rees, C.S.; Leslie, G.D. “Nurse resilience: A concept analysis.” Interna- tional Journal of Mental Health Nursing 29, is- sue 4 (March 29, 2020): 553-575. https://doi. org/10.1111/inm.12721 2 Zabin, L.M.; Zaitoun, R.S.A.; Sweity, E.M.; Tantillo, L. “The relationship between job stress and pa- tient safety culture among nurses: a systematic review.” BMC Nursing 22, article no. 39 (Feb. 13, 2023). https://doi.org/10.1186/s12912-023-01198-9 3 Ziarukh, S.; Sabir, A. “Burnout and patient safety culture assessment in a secondary care hospital.” Pakistan Journal of Medical Sciences 40, no. 2, ICON Supplement 2024 (Dec. 5, 2023): S58-S63. https://doi.org/10.12669/pjms.40.2( ICON).8970 4 Dimino, K.; Horan, K.M.; Stephenson, C. (2020). “Leading our Frontline HEROES Through Times of Crisis with a Sense of Hope, Efficacy, Re- silience, and Optimism.” Nurse Leader 18, no. 6 (December 2020): 592–596. doi: 10.1016/j. mnl.2020.05.011 5 Abd-EL Aliem, S.M.F.; Abou Hashish, E. A. “The Relationship Between Transformational Lead- ership Practices of First-Line Nurse Managers and Nurses’ Organizational Resilience and Job Involvement: A Structural Equation Model.” Worl- dviews on Evidence-Based Nursing 18, issue 5 (October 2021): 273-282. https://doi.org/10.1111/ wvn.12535 6 Kester, K.; Wei, H. (2018). “Building nurse resilience.” Nursing Management 49, no. 6 (June 2018):42-45. doi: 10.1097/01. NUMA.0000533768.28005.36 7 American Organization for Nursing Leadership Foundation. “Longitudinal Nursing Leadership In- sight Survey Part Four: Nurse Leaders Top Chal- lenges and Areas for Needed Support, July 2020 to August 2022.” Oct. 2, 2022. https://www.aonl. org/system/files/media/file/2022/10/AONL%20 Longitudinal%20Nursing%20Leadership%20 Insight%20Study%20Report%20L4%20Final.pdf 8 Frangieh, J.; Hughes, V.; Mewborn, E. (2023). “Nurse leaders thriving: A conceptual model and strategies for application.” Nursing Man- agement 54, no. 10 (October 1, 2023):18-26 https://nursing.ceconnection.com/ovidfiles/ 00006247-202310000-00004.pdf 9 Kelly, D.; Horseman, Z.; Strachan, F.E.; et al. “Strengthening the role of the executive nurse director: A qualitative interview study.” Journal of Advanced Nursing 79, issue 10 (May 26, 2023): 3809-3823. https://onlinelibrary.wiley.com/doi/ full/10.1111/jan.15699 10 Richey, K.; Waite, S. “Leadership Development for Frontline Nurse Managers Promotes Innova- tion and Engagement.” Nurse Leader 17, issue 1 (February 2019):37–42. https://doi.org/10.1016/j. mnl.2018.11.005 11 Ficara, C., Veronneau, P.; Davis, K. (2021). “Leading Change and Transforming Practice: Implementation Guide for Developing a Suc- cessful Nurse Manager Residency Program.” Nursing Administration Quarterly 45, no. 4 (Oc- tober-December 2021): 330-337. doi: 10.1097/ NAQ.0000000000000497 12 Kreh, A.; Brancaleoni, R.; Magalini, S.C.; et al. “Ethical and psychosocial considerations for hos- pital personnel in the Covid-19 crisis: Moral inju- ry and resilience.” PLOS One 16, no. 4 (April 2, 2021): e0249609. https://doi.org/10.1371/journal. pone.0249609 13 Heuston, M.M.; Grove, C.; Harne-Britner, S.; Fox, B.A. “Nurse Leaders and Staff as Partners to Man- age Grief and Build Resiliency During COVID-19.” Nurse Leader 19, issue 13 (April 10, 2021): 308–311. https://doi.org/10.1016/j.mnl.2021.02.010 14 Markey, K.; Ventura, C.A.A.; O’Donnell, C.; Doo- dy, O. “Cultivating ethical leadership in the recov- ery of COVID-19.” Journal of Nursing Manage- ment 29, issue 2 (Oct. 24, 2020): 351–355. https:// doi.org/10.1111/jonm.13191 15 Tau, B.; du Plessis, E.; Koen, D.; Ellis, S. “The re- lationship between resilience and empowering leader behaviour of nurse managers in the min- ing healthcare sector.” Curationis 41, no. 1 (June 28, 2018): 1775. https://doi.org/10.4102/curationis. v41i1.1775 Joyce Simmons, DNP, is a professor of nursing, ad- vanced practice nurse,and isANCC board-certified. She received a BSN and anMSN at Harding Universi- ty as well as a doctorate atWalden University in 2017 with a focus on informatics and education design. Previously, as a DNP advanced practice nurse, Sim- mons had experience in a physician extender pro- gram, adult health practice, HIV/AIDS program de- velopment,HIV/AIDS clinic coordination and provider education, grant writing, professional development programadministrator,programmatic administrator, and research PI.She has designed and implemented anANCC-accredited NCPD program for the Univer- sity of Arkansas. Simmons currently serves as a U.S. federal grant evaluator for medical programs. In higher education, she has past leadership and teaching experiences as anAASN programcoordinator, in a BSN program,an MSN online program, and DNP online program. Her practice reflects her clinical expertise of more than 37 years of service. She currently owns and oper- ates a medical consulting company and is licensed inArkansas, Illinois,Minnesota,Massachusetts,and Washington,D.C.Her professional memberships and leadership roles include NACNS, vice president for Arkansas; ANA member; and the Arkansas Nurses Association, policy committee member.