Nurse leaders play a critical part in supporting the safety of patients and their staff. Their guidance in establishing a robust safety culture and engagement in preparing their organizations for the survey is important in eliminating patient harm. Ensuring the dialysis facility and staff are survey-ready promotes a culture dedicated to patient wellbeing and safety. This article describes the survey process in dialysis facilities and provides survey tips to guide nurse managers in being survey-ready every day.

This study aimed to develop the FAce-to-face Cooperation Evaluation scale Short-version (FACES) to create a simple low-burden rating scale for promoting collaboration between health and long-term care providers. A survey was conducted with 151 care providers, obtaining valid responses from 147 (30 nurses, 67 care managers, and 50 care workers; response rate 97.4 %). Through confirmatory factor analysis, we developed a short-version scale consisting of 7 items by selecting one item with the highest regression coefficient from each of the 7 factors in the original 21-item version. The reliability was verified by confirming internal consistency. Regarding construct validity, the goodness-of-fit indices confirmed acceptable fit, and the correlation between the original and the shortened version was 0.98. Convergent validity was found as significant using the collaborative behavior evaluation scale and job satisfaction measure. FACES is considered a useful scale for easily measuring the level of collaboration among various professions in the community.

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BACKGROUND: Medicaid payment reforms and delivery model innovations are needed to fully transform U.S. healthcare structuring and provision.
OBJECTIVE: To synthesize nurse-led models of care and their implications for improving health care access, quality, and reducing costs for Medicaid recipients.
METHODS: A critical review of the literature regarding nurse-led models and implications for addressing social determinants of health (SDOH), adopting population health approaches, managing complex care, and integrating behavioral and physical health care within Medicaid.
CONCLUSIONS: Three interrelated findings emerged (a) investing in dynamic nurse-led models is important for mitigating SDOH and adopting value-based care, (b) regulations preventing nurses from practicing at the fullest extent of their training and licensure limit clinical impact and value, and (c) directed payments can establish value-based expectations for Medicaid managed care.
CONCLUSIONS: Adoption of a nurse-led model of care has the potential to advance the goals of reducing inequity and promoting whole-person health within Medicaid and nationally.

This article examines the critical role of nursing leadership in the transition of nephrology care toward value-based models, highlighting how interdisciplinary care teams and population health management strategies are instrumental in improving patient outcomes and achieving health equity in kidney care. By reviewing both historical and present value-based care models in nephrology, this article showcases the evolution of care delivery and the strategic alignment of health care practices with value-based objectives. We introduce \"HEALTH\" as an innovative blueprint for nephrology nursing leadership, encapsulating key strategies to enhance kidney health care within the framework of value-based models. The acronym HEALTH stands for Holistic Care Integration, Equity and Tailored Care, Analytics and Machine Learning, Leverage Federal Programs, Training and Education, and Habit of Improvement, each representing a cornerstone in the strategic approach to advancing nephrology care. Through this lens, we discuss the impact of nursing leadership in fostering a culture of continuous improvement, leveraging technological advancements, and advocating for comprehensive and equitable patient care. This article aims to provide a roadmap for nursing leaders in nephrology to navigate the complexities of health care delivery, ensuring high-quality, cost-effective care that addresses the needs of a diverse patient population.

BACKGROUND: Budget constraints, staff shortages and high workloads pose challenges for German hospitals. Magnet® and Pathway® are concepts for implementing organization-wide change and redesigning work environments. There is limited research on the key elements that characterize nurse leaders driving the implementation of Magnet®/Pathway® principles outside the U.S. We explored the key attributes of nurse leaders driving organization-wide change through Magnet®/Pathway® principles in German hospitals.
METHODS: Using a qualitative study design, semi-structured interviews (n = 18) were conducted with nurse leaders, managers, and clinicians, in five German hospitals known as having started implementing Magnet® or Pathway® principles. The interviews were recorded and transcribed verbatim. Data were analyzed in Atlas.ti using content analysis. For the analysis, a category system was created using a deductive-inductive approach.
RESULTS: Five leadership attributes and eleven sub-attributes were identified as main themes and sub-themes: Visionary leaders who possess and communicate a strong vision and serve as role models to inspire change. Strategic leaders who focus on strategic planning and securing top management support. Supportive leaders who empower, emphasizing employee motivation, individualized support, and team collaboration. Stamina highlights courage, assertiveness, and resilience in the face of challenges. Finally, agility which addresses a leader\'s presence, accessibility, and rapid responsiveness, fostering adaptability.
CONCLUSIONS: The study demonstrates leadership attributes explicitly focusing on instigating and driving organization-wide change through Magnet®/Pathway® principles in five German hospitals. The findings suggest a need for comprehensive preparation and ongoing development of nurse leaders aimed at establishing and sustaining a positive hospital work environment.

BACKGROUND: There is an epidemic of chronic conditions throughout the world. Although the majority of chronic disease can be prevented, the U.S. invests so little of its healthcare spending in wellness and prevention. Nurses are an ideal profession to lead a needed paradigm shift as chief wellness officers (CWOs).
OBJECTIVE: The aim of this paper is to describe the role of the CWO in improving population health and well-being in universities and health systems.
METHODS: An example of how the CWO role was implemented at a large public land grant university is provided. The socioecological model and life course perspective was adopted as the framework to guide an ambitious wellness strategic plan using an evidence-based quality improvement strategy.
CONCLUSIONS: The CWO is a vital leadership role in today\'s institutions of higher learning and health systems.
CONCLUSIONS: There is an urgent need for nurses to step up into these impactful CWO positions.

OBJECTIVE: To explore evidence on how local nurse leaders can positively influence nurse retention.
BACKGROUND: Nurse turnover and retention is a wicked problem with multiple interrelated factors and no one solution. Local nurse leadership has the potential to positively influence nurse intent to stay directly or via various factors.
METHODS: A realist review.
METHODS: Having designed a search strategy based on a tentive programme theory, 1386 initial hits in three databases were screened and reduced to 48 research articles published between 2010-2021. The articles\' content were coded for findings that supported, refined or contradicted four ContextMechanismOutcome configurations.
RESULTS: Sufficient evidence was found to support four guiding lights encouraging local nurse leaders to: (1) foster relational connectedness; (2) enable professional practice autonomy; (3) cultivate healthful workplace cultures; (4) support professional growth and development. Mutuality and reciprocity is also key if leaders themselves are to experience wellbeing and growth.
CONCLUSIONS: Person-centred, transformational and resonant local nurse leaders can positively influence nurse intent to stay within the workplace or organisation.
UNASSIGNED: Conform JCN guideline \'What to cover in the main tekst by article type\' for reviews.
UNASSIGNED: No Patient or Public Contribution.

This study aimed to describe nurse leaders\' experiences of remote leadership in health care sector.
Semistructured interviews were conducted among nurse leaders (N = 12) between January and March 2022. All of the interviewees had experiences of remote leadership and worked as immediate - (n = 5) or middle-level (n = 7) leaders in health care organizations across four provinces in Finland. The collected data were analyzed by inductive content analysis.
The leaders had experienced a rapid transition to remote leadership and highlighted the need for guidelines and joint discussions with different stakeholders. The interviewees felt that working life has changed in the last two years and that remote leadership will now be a key part of leadership in health care. The leaders\' experiences highlighted how important trust is in remote leadership. Furthermore, the interviewees pointed out a need for face-to-face contact and described other good practices for remote leadership. Overseeing work-related well-being was also stressed as important in the remote context; however, the interviewees expressed a need for instructions and tools concerning the management of employee well-being. The sudden change to remote leadership was not only described as interesting but also challenging, which has affected the leaders\' work-related well-being. Support - both from the organization and other employees - was found to be crucial to health care leaders\' work-related well-being.
The current study complements the little-researched topic of remote leadership in the health care sector. The results provide insights that can be used to develop remote leadership and/or guide future research.

BACKGROUND: Nurse leaders play a fundamental role in improving patient quality care delivery, thus improving patient clinical outcomes.
OBJECTIVE: This systematic review examined the knowledge to date of nursing leadership on reducing patient readmission rates.
METHODS: A literature review was conducted using seven electronic databases: Medline Ovid, PubMed, Cumulative Index to Nursing and Allied Health (CINAHL) Plus, Emerald, PsycINFO, ABI/INFORM collection, and EBSCO, with the addition of references for relevant papers reviewed.
RESULTS: The search resulted in a total of 15 articles. Findings revealed that leadership practices of nurses have an impact on reducing patient readmission rates.
CONCLUSIONS: The results suggest a need for further rigorous studies investigating the mechanism of how nursing leadership relates to patient readmission rates and how to translate this into practice across diverse cultures.