Leadership

To cultivate and advance the intelligence, character, and goodwill of all nurses.

Traditional top-down bureaucratic structures modeled after organizations geared toward mass production in the industrial era may be considered commonplace in the healthcare industry. Unlike the production worker of the 1920s, the knowledge worker in the post-industrial era is a complex learner who is highly interactive and adaptable to change. Industrial era leadership models are no longer suitable for a knowledge-based economy.

There is a critical need for more effective nursing leadership if nursing practice is to advance. Evidence supports the need for ongoing and interactive leadership development supported by a positive relationship between nursing leadership and patient and organizational outcomes.

Information exchanges occur in all directions within an organization because knowledge workers of today are required to perform faster and more efficiently. Traditional, top-down, power-based hierarchical structures make it difficult if not impossible for workers and systems to interact, learn, adapt, and change in response to stress and chaos. NAA supports and promotes the need for changes in current leadership models used in healthcare organizations today.

NAA promotes nursing leadership that works to minimize obstacles within organizational structures which enable the development of creative, adaptive, and learning environments. Evidence supports the need for nursing leaders to be involved in the planning and decision-making strategies associated with operational affairs, staffing development, delivery of care, and interprofessional relations.

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