Taking the road less traveled: An innovative approach to the Clinical Nurse Leader role

2.50
Hdl Handle:
http://hdl.handle.net/10755/308784
Category:
Full-text
Type:
Presentation
Title:
Taking the road less traveled: An innovative approach to the Clinical Nurse Leader role
Author(s):
James, David H.; Jukkala, Angela J.
Author Details:
David H. James RN, DNP, CCRN, CCNS djames@uabmc.edu; Angela J. Jukkala PhD, RN, CNL, CNE jukkalaa@uab.edu
Abstract:

Session presented on: Monday, November 18, 2013

In response to the growing concern over patient safety, quality, and health care outcomes, the American Association of Colleges of Nursing (AACN), created the role of the Clinical Nurse Leader (CNL). CNL practice involves team development, microsystem assessment, process development, treatment, and ongoing evaluation. Implementing the role at the microsystem level has resulted in role ambiguity, increased cost, and lack of quantifiable measures of influence. By strategizing how to integrate the role in practice, nursing utilized two CNLs in a different manner than what was recommended by the AACN white paper. The purpose of this presentation is to describe how the CNL skill set is used in an innovative, nontraditional role. Applying the principles of the curriculum’s core competencies, the CNLs’ influence has been maximized by using the role at the macrosystem level. The unique aspects of this role include evaluation of practice, driving evidence based practice to the bedside, supporting care across the continuum, integration of technology and mentoring staff nurses as leaders. Their leadership has resulted in a) improvement of patient safety and quality, b) standardization of practice, and c) increased collaboration among a variety of disciplines. They have influenced over 48 interdisciplinary teams, 27 hospital wide clinical practice changes, and multiple quality improvements. In two years, they have led nursing in the process of evaluating 3126 practice standards. As nurse leaders seek ways to utilize the CNL skill set it is essential that they are open to the endless possibilities for the role within their organization.
Keywords:
outcomes; leadership; innovation
Repository Posting Date:
19-Dec-2013
Date of Publication:
19-Dec-2013
Conference Date:
2013
Conference Name:
42nd Biennial Convention
Conference Host:
Sigma Theta Tau International, the Honor Society of Nursing
Conference Location:
Indianapolis, Indiana, USA
Description:
42nd Biennial Convention 2013 Theme: Give Back to Move Forward. Held at the JW Marriott

Full metadata record

DC FieldValue Language
dc.language.isoen_USen_GB
dc.type.categoryFull-texten_GB
dc.typePresentationen_GB
dc.titleTaking the road less traveled: An innovative approach to the Clinical Nurse Leader roleen_GB
dc.contributor.authorJames, David H.en_GB
dc.contributor.authorJukkala, Angela J.en_GB
dc.author.detailsDavid H. James RN, DNP, CCRN, CCNS djames@uabmc.edu; Angela J. Jukkala PhD, RN, CNL, CNE jukkalaa@uab.eduen_GB
dc.identifier.urihttp://hdl.handle.net/10755/308784-
dc.description.abstract<p>Session presented on: Monday, November 18, 2013</p>In response to the growing concern over patient safety, quality, and health care outcomes, the American Association of Colleges of Nursing (AACN), created the role of the Clinical Nurse Leader (CNL). CNL practice involves team development, microsystem assessment, process development, treatment, and ongoing evaluation. Implementing the role at the microsystem level has resulted in role ambiguity, increased cost, and lack of quantifiable measures of influence. By strategizing how to integrate the role in practice, nursing utilized two CNLs in a different manner than what was recommended by the AACN white paper. The purpose of this presentation is to describe how the CNL skill set is used in an innovative, nontraditional role. Applying the principles of the curriculum’s core competencies, the CNLs’ influence has been maximized by using the role at the macrosystem level. The unique aspects of this role include evaluation of practice, driving evidence based practice to the bedside, supporting care across the continuum, integration of technology and mentoring staff nurses as leaders. Their leadership has resulted in a) improvement of patient safety and quality, b) standardization of practice, and c) increased collaboration among a variety of disciplines. They have influenced over 48 interdisciplinary teams, 27 hospital wide clinical practice changes, and multiple quality improvements. In two years, they have led nursing in the process of evaluating 3126 practice standards. As nurse leaders seek ways to utilize the CNL skill set it is essential that they are open to the endless possibilities for the role within their organization.en_GB
dc.subjectoutcomesen_GB
dc.subjectleadershipen_GB
dc.subjectinnovationen_GB
dc.date.available2013-12-19T17:41:06Z-
dc.date.issued2013-12-19-
dc.date.accessioned2013-12-19T17:41:06Z-
dc.conference.date2013en_GB
dc.conference.name42nd Biennial Conventionen_GB
dc.conference.hostSigma Theta Tau International, the Honor Society of Nursingen_GB
dc.conference.locationIndianapolis, Indiana, USAen_GB
dc.description42nd Biennial Convention 2013 Theme: Give Back to Move Forward. Held at the JW Marriotten_GB
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