在学术癌症中心内整合执业护士和助理医师领导结构。

IF 1.2 4区 医学
Heather J Jackson, Olivia West, Shelton Harrell, Emily Skotte, Karen Hande
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引用次数: 0

摘要

背景:当地问题:随着这些临床医生的蓬勃发展,对领导力的需求也随之上升,以优化执业范围、指导并留住这支至关重要的队伍。本质量改进项目的目的是在一家学术性癌症中心建立执业护士和助理医师领导结构:方法:在变革型领导力理论的指导下,制定了执业护士和助理医师领导力结构。通过与护理、业务和医生领导层的合作,支持建立一个四级结构:领导结构的实施包括设立八名团队领导和两名管理人员。这些领导者确定了多种改进机会,包括改善沟通、卸载非计费工作、制定激励计划、提供设备、专科实践调整、血液学/肿瘤学奖学金和专业发展:总的来说,执业护士和助理医师的领导结构使整个癌症中心都有了代表。这种包容性支持了与护理、业务和医生领导合作开发的多个质量改进项目。这些干预措施累积起来,产生了高效的工作流程并扩大了服务范围。与报告的证据一致,这些努力有助于留住执业护士和助理医师,并提高工作满意度:高级实践领导对于招聘、培养、支持和留住癌症护理领域的执业护士和助理医师同事至关重要。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Integration of a nurse practitioner and physician associate leadership structure within an academic cancer center.

Background: Nurse practitioners and physician associates are an essential part of the multidisciplinary cancer care team with expanding and evolving roles within cancer specialties.

Local problem: As these clinicians flourish, a parallel need for leadership rises to optimize scope of practice, mentor, and retain this crucial workforce. The purpose of this quality improvement project was to development a nurse practitioner and physician associate leadership structure within an academic cancer center.

Methods: Development of this nurse practitioner and physician associate leadership structure was guided by transformational leadership theory. In collaboration with nursing, business, and physician leadership, a quad structure was supported.

Interventions: Implementation of a leadership structure included the establishment of eight team leaders and two managers. These leaders identified multiple opportunities for improvement including improved communications, offload of nonbillable work, development of incentive programs, provision of equipment, specialty practice alignment, hematology/oncology fellowship, and professional development.

Results: Overall, a nurse practitioner and physician associate leadership structure allowed for representation across the cancer center. Such inclusion supported multiple quality improvement projects developed in partnership with nursing, business, and physician leaders. Cumulatively, these interventions yielded efficient workflows and expansion of services. Consistent with reported evidence, these efforts contributed to nurse practitioner and physician associate retention as well as improved job satisfaction.

Conclusions: Advanced practice leadership is essential to recruiting, developing, supporting, and retaining nurse practitioner and physician assistant colleagues in cancer care.

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来源期刊
自引率
16.70%
发文量
172
期刊介绍: The Journal of the American Association of Nurse Practitioners (JAANP) is a monthly peer-reviewed professional journal that serves as the official publication of the American Association of Nurse Practitioners. Published since 1989, the JAANP provides a strong clinical focus with articles related to primary, secondary, and tertiary care, nurse practitioner education, health policy, ethics and ethical issues, and health care delivery. The journal publishes original research, integrative/comprehensive reviews, case studies, a variety of topics in clinical practice, and theory-based articles related to patient and professional education. Although the majority of nurse practitioners function in primary care, there is an increasing focus on the provision of care across all types of systems from acute to long-term care settings.
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