Most nurse leaders arrive in an executive role having been rewarded for solving problems personally. The theories in this module are useful precisely because they describe what to do when personal problem solving stops scaling.
This module treats executive leadership as a repertoire of functions rather than a search for a personal style. It covers what the leadership evidence actually supports and where it is weaker than commonly claimed, how to write a nursing strategy that can arbitrate between competing demands rather than accommodate all of them, how to build a scorecard that causes decisions instead of describing performance, and why executives derail through overused strengths rather than through incompetence.
What you will cover
- Advanced leadership theories in executive nursing practice, including complexity leadership and what the transformational leadership evidence genuinely establishes
- Strategic direction: environmental scanning, aligning nursing objectives to institutional and national goals, and writing objectives a governance committee can hold you to
- Building a nursing balanced scorecard and dashboard, choosing measures that mean something, and guarding against surrogation and gaming
- Coaching and mentorship at senior executive level, including when coaching is the wrong instrument
- Critical and analytical thinking for high stakes decisions: bias, structural corrections, data literacy and ethical reasoning under pressure
- Executive leadership pitfalls, derailment patterns, early warning signs and recovery after visible failure
Course Features
- Lecture 1
- Quiz 1
- Duration 1 hour
- Skill level Intermediate
- Language English
- Students 37
- Certificate Yes
- Assessments Self
- 2 Sections
- 1 Lesson
- 1 Hour
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- Module 3.1 Executive Leadership and Strategic Direction in Nursing1 Item
- Module 3.1 Post-test1 Item
