Paula F. Coe MSN, RN, NEA-BC

 Discuss background that supports DNP for nurse administrators  Explore nurse executive competencies  Describe opportunities the DNP provides the administrative role  Identify strategies to articulate the contribution of DNP education for administration

 2004 American Association of Colleges of Nursing (AACN) Member schools affiliated with American Association of Colleges of Nursing (AACN) approved position statement for DNP  2007 American Organization of Nurse Executives (AONE) American Organization of Nurse Executives (AONE) acknowledges and supports the DNP as valuable and necessary in nursing practice and a terminal degree for the NE  Knowledge and ability to balance clinical practice with business operations  2010 Institute of Medicine (IOM)- Institute of Medicine (IOM)- nursing leadership competencies that include health policy, system improvement, EBP, teamwork and collaboration are critical for nurse executives to be successful

 Organizational and Systems Leadership for Quality Improvement and Systems Thinking  Health Care Policy and Advocacy in Healthcare  Inter-professional Collaboration for Improving Patient and Population Health Outcomes  Clinical Prevention and Population Health for Improving Nations Health

 Communication and relationship building  Knowledge of healthcare environment  Leadership  Professionalism  Business Skills

 Having a global perspective or mindset  Working knowledge of technology  Expert decision making skills  Prioritizing quality and safety  Being politically astute  Collaborative and team building skills  Balancing authenticity and performance expectations  Coping effectively with change Huston,C. (2008) Preparing nurse leaders for Journal of Nursing Management,16(8), doi: /j x

 Adaptable and flexible to unpredictability  Thinking critical to success  Synthesize large amounts of knowledge  Deliver valuable outcomes  Manage constant change  Emphasis on value  Teamwork and interdisciplinary collaboration

 Prepared to introduce change  Innovate  Add value to organizations Setting direction Improve patient outcomes Improve system and or entity level outcomes  Practice leader assessing organizations, identifying issues, facilitating org-wide changes.  Leads using influence not authority Montgomery, K.L. (2011). Leadership redefined: Educating the doctorate of nursing practice nurse leader through innovation. Nursing Administration Quarterly, 35(3), doi: 10:1097/NAQ.0b013e3181ff38bc

 Complex healthcare systems Complex adaptive systems  Linear to complexity thinking Active learning  Anticipating the impact and direction of change on the system Quantum leadership  Create relationships  Identify key stakeholders  Develop influence, facilitate change  Work effectively in teams Montgomery, K.L., & O’Grady, T.P. (2010). Innovation and learning: Creating the DNP Nurse Leader. Nurse Leader, doi: /j.mnl/

 NUR 725- Organizational Behavior DNP as Boundary Spanner Organizational Assessment Organizational culture and change  NUR 735- Quality/Leadership Leadership Style Collaboration Quality and Safety Montgomery, K.L., & O’Grady, T.P. (2010). Innovation and learning: Creating the DNP Nurse Leader. Nurse Leader, doi: /j.mnl/

 Offering a broader integrated perspective on practice and system issues  Using innovation to positively impact patient and system outcomes  Preparing nurse leaders for complex systems and organizations  Development of evidence based leadership practice skills to lead change

 Curriculum and activities of programs provide experience to form a framework of success  Can benefit from hiring DNP’s to foster multi level system changes Magnet Preparation Strategic Planning Project Management Operations Leadership Run clinics, community health clinics Corporate consultants

 Describe the perceptions of practicing CNO’s regarding the applicability of the DNP degree for NE practice in the acute hospital setting  Survey was open for a total of 6 weeks with reminders sent at two week intervals.  Descriptive statistical analysis of response rates and other demographics was performed  Chi square tests were conducted to test the null hypothesis Swanson, M.L., & Stanton, M.P. (2013). Chief nursing officers’ perceptions of the doctorate of nursing practice degree. Nursing Forum, 48(1), 35-44

 All responses trended positive  Greater than 50% of participants were responding “agree/strongly agree”  CNO’s in the acute care setting have more positive perceptions than negative perceptions of the DNP  Masters degree do not appear to influence overall perceptions Swanson, M.L., & Stanton, M.P. (2013). Chief nursing officers’ perceptions of the doctorate of nursing practice degree. Nursing Forum, 48(1), 35-44

Acorn, S., Lamarche, K., & Edwards, M. (2009). Practice doctorates in nursing: Developing Nursing Leaders. Nursing Research, 22(2), Huston,C. (2008) Preparing nurse leaders for Journal of Nursing Management,16(8), doi: /j x Montgomery, K.L. (2011). Leadership redefined: Educating the doctorate of nursing practice nurse leader through innovation. Nursing Administration Quarterly, 35(3), doi: 10:1097/NAQ.0b013e3181ff38bc. Montgomery, K.L., & O’Grady, T.P. (2010). Innovation and learning: Creating the DNP Nurse Leader. Nurse Leader, doi: /j.mnl/ Nichols, C., O’Connor, N., & Dunn, D. (2014). Exploring early and future use of the DNP prepared nurses within healthcare organizations. Journal of Nursing Administration, 44(2), doi: /NNA/ Swanson, M.L., & Stanton, M.P. (2013). Chief nursing officers’ perceptions of the doctorate of nursing practice degree. Nursing Forum, 48(1), Waxman, K.T., & Maxworthy, J. (2010). The doctorate of nursing practice degree and the nurse executive: The perfect combination. Nurse Leader, doi: /j.mnl/