HJAR May/Jun 2025

44 MAY / JUN 2025 I  HEALTHCARE JOURNAL OF ARKANSAS NURSING COLUMN NURSING ering job-related mental illness. 2, 3 How or- ganizations find the solutions for cultivat- ing resilience for their nursing leadership lies in the organization’s willingness to support these leaders without their having to ask. Not only do executive nurse leaders focus on their workforce, but behind the scenes in the C-suite, they facilitate the or- ganizational transmission of nursing val- ues and quality care. Researchers studying resilience have identified key themes, in- cluding the leader feeling unprepared for the role, insufficient opportunities to shad- ow senior leadership, a lack of unbiased THIS final article in the Cultivating Re- silience series discusses the need for the development of organizational strategic solutions. Nursing leadership focuses on supporting the workforce and the organi- zation, all while staying resilient. Encour- aging resiliency allows nurse leaders to develop and practice authenticity in their roles. 1 Doing so will deepen their sense of purpose, foster emotional intelligence, and facilitate them to expand their capabili- ties. Literature supporting nursing leaders’ resiliency has linked resilience to higher work engagement and potentially to buff- CULTIVATING RESILIENCE: Strategies for Building Essential Traits in Nursing Leadership coaching, and unclear role expectations. 4 Other themes include the presence of clin- ical nursing board members, effective del- egation of leadership, administrative sup- port, inappropriate medical dominance on nursing issues, visibility on the units, establishing lines of power within the or- ganization, the importance of strategic thinking with political acumen, budgetary influence, and the presence of supportive network on the executive team. Considering these themes presents a valuable opportunity to enhance and em- power the resilience of nursing leaders.