Category: NURS-FPX4005

NURS FPX 4005 Assessment 5 Name Capella university NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations Prof. Name Date

NURS FPX 4005 Assessment 4 Name Capella university NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations Prof. Name Date Stakeholder Presentation Delays in implementing an integrated diabetes education program at St. Paul Regional Health Center (SPRHC) are significantly hindering patient adherence to self-management strategies. The fragmented care coordination and inconsistent communication among healthcare teams prevent real-time collaboration, which leads to suboptimal diabetes management outcomes. This assessment proposes an interdisciplinary care plan to improve communication, enhance patient education, and optimize diabetes care coordination, ultimately improving patient outcomes. Organizational Issue SPRHC faces considerable delays in establishing a structured diabetes education program, which negatively impacts patient adherence and overall clinical outcomes. These delays stem from fragmented care coordination, inconsistent communication across interdisciplinary teams, and the lack of standardized workflows. The absence of real-time collaboration between primary care providers, nurses, dietitians, pharmacists, and behavioral health specialists results in misaligned treatment plans. This, in turn, leads to poor glycemic control and increased hospital readmissions. Beyond the impact on patient health, ineffective interdisciplinary coordination also contributes to staff burnout due to unclear roles and inefficient workflows. Additionally, the hospital’s reputation is at risk, as inadequate diabetes management may deter potential patients and hinder the recruitment of top healthcare professionals. A systematic review by Tandan et al. (2024) examined 54 studies on team-based interventions for chronic disease management in primary care, revealing significant improvements in clinical outcomes, including reductions in systolic blood pressure (−5.88 mmHg), diastolic blood pressure (−3.23 mmHg), and HbA1C (−0.38%). These findings underline the need for a structured, interdisciplinary approach in diabetes education at SPRHC to enhance collaboration, improve patient outcomes, and reduce healthcare costs. Importance of the Issue Addressing deficiencies in diabetes education and interdisciplinary collaboration at SPRHC is essential for delivering high-quality, patient-centered care. A formalized diabetes education program would establish standardized protocols, shared decision-making frameworks, and common electronic health record (EHR) templates to enable real-time treatment adjustments. Weekly interdisciplinary rounds will foster enhanced coordination among primary care providers, nurses, dietitians, pharmacists, and behavioral health professionals, optimizing patient outcomes and promoting a teamwork-oriented environment. Improved communication and reduced inconsistencies in treatment plans would allow healthcare providers to implement evidence-based care more effectively. This would lead to greater job satisfaction and improved patient trust. Additionally, the initiative aligns with SPRHC’s mission to provide comprehensive diabetes management, reinforce patient engagement, and promote long-term adherence to self-care. The program is expected to reduce hospital readmissions, lower healthcare costs, and improve organizational efficiency, ensuring long-term sustainability in diabetes care. Table: Key Aspects of the Interdisciplinary Diabetes Care Plan Category Details Interdisciplinary Team Approach Enhances care coordination among primary care providers, endocrinologists, diabetes educators, dietitians, pharmacists, and behavioral health professionals. Standardized Communication Protocols SBAR (Situation, Background, Assessment, and Recommendation) will be used for patient handoffs to ensure consistent and effective communication. Real-Time Data Sharing & Integration EHR systems will be integrated with a dedicated diabetes management platform for real-time access to patient data, lab results, and medication adherence. Collaborative Decision-Making & Care Pathways Development of interdisciplinary care pathways for personalized insulin management, lifestyle interventions, and behavioral support. Training & Cross-Disciplinary Education Regular training on diabetes management, motivational interviewing, and shared decision-making will improve collaboration and patient education. Implementation and Resource Management The successful implementation of an interdisciplinary diabetes education program at SPRHC requires a structured approach with proper resource allocation. The Plan-Do-Study-Act (PDSA) cycle will be utilized to ensure sustainability and continuous improvement: Planning Phase: Identify major challenges such as low patient compliance, inadequate diabetes education, and inefficient care coordination. Training programs will be developed for primary care teams, nurses, dietitians, pharmacists, and behavioral health professionals to enhance communication and patient education. Doing Phase: A pilot group of patients will be enrolled in the diabetes education program. Staff will undergo simulation exercises and workshops to refine teamwork and engagement strategies. Study Phase: Performance indicators such as improved glycemic control (A1C levels), medication adherence, and reduced hospital readmissions will be analyzed. Staff and patient feedback will guide refinements. Act Phase: The program will be expanded hospital-wide, supported by ongoing training, quarterly interdisciplinary meetings, and continuous monitoring of patient outcomes. Strategic financial planning is critical to sustaining the program. Initial costs for training, technology, and patient education are estimated between $250,000 and $450,000 annually. However, this investment is expected to reduce long-term healthcare expenses by improving glucose control, lowering hospitalization rates, and decreasing diabetes-related complications (American Diabetes Association [ADA], 2024). Effective resource allocation, including optimized staffing and EHR integration, will further enhance care coordination (Tamunobarafiri et al., 2024). References American Diabetes Association (ADA). (2024). About diabetes. Diabetes.org. https://diabetes.org/about-diabetes Colvin, C. L., Akinyelure, O. P., Rajan, M., Safford, M. M., Carson, A. P., Muntner, P., Colantonio, L. D., & Kern, L. M. (2023). Diabetes, gaps in care coordination, and preventable adverse events. The American Journal of Managed Care, 29(6), e162–e168. https://doi.org/10.37765/ajmc.2023.89374 Dhediya, R., Chadha, M., Bhattacharya, A. D., Godbole, S., & Godbole, S. (2022). Role of telemedicine in diabetes management. Journal of Diabetes Science and Technology, 17(3), 193229682210811. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10210114/ Nurchis, M. C., Sessa, G., Pascucci, D., Sassano, M., Lombi, L., & Damiani, G. (2022). Interprofessional collaboration and diabetes management in primary care: A systematic review and meta-analysis of patient-reported outcomes. Journal of Personalized Medicine, 12(4). https://doi.org/10.3390/jpm12040643 NURS FPX 4005 Assessment 4 Tamunobarafiri, G., Aderonke, J., Cosmos, C., None Mojeed Dayo Ajegbile, & None Samira Abdul. (2024). Integrating electronic health records systems across borders: Technical challenges and policy solutions. International Medical Science Research Journal, 4(7), 788–796. https://doi.org/10.51594/imsrj.v4i7.1357 Tandan, M., Dunlea, S., Cullen, W., & Bury, G. (2024). Teamwork and its impact on chronic disease clinical outcomes in primary care: A systematic review and meta-analysis. Public Health, 229, 88–115. https://doi.org/10.1016/j.puhe.2024.01.019

NURS FPX 4005 Assessment 3 Name Capella university NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations Prof. Name Date Interdisciplinary Plan Proposal The rising incidence of Type 2 diabetes at St. Paul Regional Health Center requires a well-coordinated interdisciplinary approach to patient education and care management. Many patients face difficulties in self-management, often due to a lack of sufficient education, inadequate dietary guidance, and psychological barriers (Adhikari et al., 2021). To mitigate these challenges, this proposal outlines the development of a comprehensive diabetes education program within the outpatient diabetes management department. The program will adopt a team-based approach aimed at enhancing self-care practices, ultimately reducing complications related to diabetes. Objective The main goal of this initiative is to create an interdisciplinary diabetes education program that includes primary care providers, nurses, dietitians, pharmacists, and behavioral health specialists. By working together, this team will enhance patient adherence to self-management strategies, which is expected to improve glycemic control, reduce hospital readmissions, and lower long-term healthcare costs. Evidence suggests that interdisciplinary care for diabetes leads to better patient outcomes and reduces healthcare expenses (Nurchis et al., 2022). Questions and Predictions The success of this initiative will depend on addressing several key questions. First, how does interdisciplinary collaboration affect patient adherence to diabetes self-management? The program is anticipated to boost adherence to prescribed medication, dietary guidelines, and physical activity by 20% within six months. Second, what potential barriers might impede the program’s implementation? Initial resistance from both staff and patients is likely, but ongoing education and support are expected to alleviate these concerns. Another important question concerns the program’s effect on hospital readmission rates. Previous studies suggest that a 15% reduction in readmissions can be expected, resulting from better self-management practices (Pugh et al., 2021). Additionally, the impact on the interdisciplinary team’s workload will be examined. A 10% increase in workload is expected initially, but structured workflows are predicted to improve overall efficiency. Finally, the financial implications will be considered. Although initial expenses for training and technology will be incurred, these costs are expected to be offset by reduced emergency care utilization and fewer diabetes-related complications (Haque et al., 2021). Interdisciplinary Plan Proposal – Summary Table Category Details Objective Develop an interdisciplinary diabetes education program involving primary care providers, nurses, dietitians, pharmacists, and behavioral health specialists to enhance patient self-management. Expected Outcomes Improve glycemic control, reduce hospital readmissions by 15%, and lower long-term healthcare costs. Barriers & Solutions Resistance from staff and patients; addressed through continuous education and support. Category Details Change Theories & Leadership Kotter’s 8-Step Change Model will guide implementation, ensuring stakeholder engagement and resource allocation (Miles et al., 2023). Transformational Leadership Encourages collaboration and innovation, ensuring active participation and long-term commitment from healthcare providers (Ystaas et al., 2023). Team Collaboration Primary care providers conduct initial assessments, nurses provide education, dietitians develop meal plans, behavioral specialists address mental health concerns, and pharmacists optimize medication use. Category Details Organizational Resources Investment in staffing, training, and technology, including educational materials, glucose monitors, and telehealth systems (Ng et al., 2023). Financial Impact Initial investment of $50,000; projected long-term savings of $100,000 per year through reduced hospitalizations and emergency visits. Technology Integration Coordination with IT for EHR integration and hospital administration for resource allocation (Robertson et al., 2022). Conclusion The proposed interdisciplinary diabetes education program at St. Paul Regional Health Center aims to improve patient self-management and health outcomes. By promoting collaboration among healthcare providers and leveraging technology for seamless care coordination, the initiative is expected to reduce hospitalizations, lower costs, and enhance the quality of life for patients with diabetes. Ultimately, this structured approach will lead to healthier patients and a more sustainable healthcare system. References Adhikari, M., Devkota, H. R., & Cesuroglu, T. (2021). Barriers to and facilitators of diabetes self-management practices in Rupandehi, Nepal—Multiple stakeholders’ perspective. BMC Public Health, 21(1). https://doi.org/10.1186/s12889-021-11308-4 Haque, W. Z., Demidowich, A. P., Sidhaye, A., Golden, S. H., & Zilbermint, M. (2021). The financial impact of an inpatient diabetes management service. Current Diabetes Reports, 21(2). https://doi.org/10.1007/s11892-020-01374-0 Miles, M. C., Richardson, K. M., Wolfe, R., Hairston, K., Cleveland, M., Kelly, C., Lippert, J., Mastandrea, N., & Pruitt, Z. (2023). Using Kotter’s change management framework to redesign departmental GME recruitment. Journal of Graduate Medical Education, 15(1), 98–104. https://pmc.ncbi.nlm.nih.gov/articles/PMC9934828/ Ng, Y. K., Shah, N. M., Chen, T. F., Loganadan, N. K., Kong, S. H., Cheng, Y. Y., Sharifudin, S. S. M., & Chong, W. W. (2023). Impact of a training program on hospital pharmacists’ patient-centered communication attitudes and behaviors. Exploratory Research in Clinical and Social Pharmacy, 11, 100325. https://doi.org/10.1016/j.rcsop.2023.100325 NURS FPX 4005 Assessment 3 Nurchis, M. C., Sessa, G., Pascucci, D., Sassano, M., Lombi, L., & Damiani, G. (2022). Interprofessional collaboration and diabetes management in primary care: A systematic review and meta-analysis of patient-reported outcomes. Journal of Personalized Medicine, 12(4). https://doi.org/10.3390/jpm12040643 Pugh, J., Penney, L. S., Noël, P. H., Neller, S., Mader, M., Finley, E. P., Lanham, H. J., & Leykum, L. (2021). Evidence-based processes to prevent readmissions: More is better, a ten-site observational study. BioMed Central Health Services Research, 21(1). https://doi.org/10.1186/s12913-021-06193-x Robertson, S. T., Rosbergen, I. C. M., Jones, A. B., Grimley, R. S., & Brauer, S. G. (2022). The effect of the electronic health record on interprofessional practice: A systematic review. Applied Clinical Informatics, 13(03), 541–559. https://doi.org/10.1055/s-0042-1748855 Segal, Y., & Gunturu, S. (2024). Psychological issues associated with obesity. PubMed; StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK603747/ Ystaas, L. M. K., Nikitara, M., Ghobrial, S., Latzourakis, E., Polychronis, G., & Constantinou, C. S. (2023). The impact of transformational leadership in the nursing work environment and patients’ outcomes: A systematic review. Nursing Reports, 13(3), 1271–1290. https://doi.org/10.3390/nursrep13030108

NURS FPX 4005 Assessment 2 Name Capella university NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations Prof. Name Date Interview and Interdisciplinary Issue Identification This paper examines an interview conducted with a healthcare professional to identify an organizational issue requiring an interdisciplinary approach. The findings highlight the key challenges identified during the interview, the application of relevant change theories, leadership strategies, and collaborative approaches to address the identified problem. Interview Summary The interview was conducted with a charge nurse who has over five years of experience managing nursing staff, coordinating interdepartmental efforts, and overseeing patient care at St. Michael’s Medical Center, an acute care facility specializing in emergency medicine, surgery, and chronic disease management. The interview revealed significant communication delays between nursing staff and physicians, particularly during emergencies and patient handovers. Despite the introduction of a standardized handoff tool to mitigate these delays, its use remained inconsistent. Efforts to enhance communication through staff training and workshops showed only moderate success, with challenges in sustaining improvements over time. While the organization promotes a supportive culture, interdisciplinary collaboration often remains fragmented as healthcare professionals tend to operate independently within their areas of expertise. The interviewee emphasized the importance of a structured communication framework and engagement strategies in fostering interdisciplinary collaboration and improving patient outcomes. A semi-structured interview approach was employed, using open-ended questions to encourage detailed responses (Slade & Sergent, 2023). Active listening techniques, including paraphrasing and clarifying responses, were utilized to validate the interviewee’s perspectives and encourage further discussion (Slade & Sergent, 2023). Additionally, contextual prompts were used to explore both successful and unsuccessful organizational strategies. The interview concluded with a summary to confirm accuracy and allow the interviewee to provide additional insights. Issue Identification One of the most critical issues identified was the breakdown in communication between nurses and physicians, especially during patient handovers and critical care situations. These communication breakdowns lead to delays in care, confusion, and increased patient safety risks. An interdisciplinary approach is essential to addressing these challenges effectively, as it fosters seamless communication and enhances care coordination (Simons et al., 2022). Implementing standardized communication tools, such as structured handoff protocols, can mitigate these issues. Research shows that training healthcare professionals in teamwork and communication enhances collaboration and builds trust among staff members (Eva et al., 2024). Moreover, interdisciplinary collaboration fosters continuous feedback and innovation, which leads to sustainable improvements. Establishing a culture of mutual respect and teamwork can significantly improve communication, ensuring a cohesive healthcare environment that prioritizes patient safety and high-quality care delivery. Change Theory and an Interdisciplinary Solution Kurt Lewin’s Change Theory provides a structured approach to addressing communication challenges in healthcare. The model consists of three stages: unfreezing, changing, and refreezing (Smith et al., 2022). During the unfreezing stage, communication gaps are identified, and awareness is raised about their impact on patient care. The changing stage involves implementing interdisciplinary interventions, such as structured communication frameworks (e.g., SBAR) and joint training sessions, to enhance teamwork. The refreezing phase focuses on reinforcing these new communication practices through continuous monitoring, feedback, and leadership support. Research supports the application of Lewin’s model in fostering sustainable organizational transformation through interdisciplinary collaboration (Smith et al., 2022). Leadership Strategy and an Interdisciplinary Solution Transformational leadership is an effective strategy for addressing communication challenges between nurses and physicians. This leadership style encourages innovation, professional development, and a shared commitment to organizational goals. Transformational leaders emphasize open communication, mentorship, and trust-building across departments, which enhances teamwork and information exchange (Jankelová & Joniaková, 2021). Leaders who model effective communication behaviors and encourage adherence to standardized handoff protocols can ensure long-term improvements. Continuous training initiatives and performance monitoring also help sustain these improvements. Research shows that transformational leadership fosters interdisciplinary collaboration, ultimately enhancing patient care outcomes (Jankelová & Joniaková, 2021). By fostering a culture of teamwork and shared accountability, healthcare organizations can implement effective communication strategies that drive lasting improvements. Collaboration Approach for Interdisciplinary Teams The TeamSTEPPS framework is an evidence-based approach designed to improve communication and teamwork within healthcare settings. This model emphasizes clear communication, mutual respect, and shared goals, which are essential for fostering collaboration between nurses and physicians (Hassan et al., 2024). TeamSTEPPS provides structured training, role clarification, and feedback mechanisms to address communication breakdowns, particularly during patient handovers. By adopting this framework, healthcare organizations can cultivate a culture of collaboration, where all team members understand their roles and responsibilities, leading to improved coordination and reduced medical errors (Hassan et al., 2024). Research confirms that TeamSTEPPS strengthens interdisciplinary collaboration and promotes patient safety. Conclusion Addressing communication breakdowns in healthcare requires an interdisciplinary approach. By integrating Lewin’s Change Theory, transformational leadership strategies, and evidence-based frameworks like TeamSTEPPS, healthcare organizations can foster a collaborative culture that improves communication, strengthens teamwork, and optimizes patient outcomes. These strategies contribute to sustainable organizational improvements, ensuring high-quality and safe patient care. Table: Key Aspects of Interview and Interdisciplinary Solutions* Category Findings and Solutions Supporting Evidence Interview Summary Communication delays during emergencies and patient handovers; inconsistent adherence to handoff tools. Slade & Sergent (2023) Issue Identification Breakdown in nurse-physician communication leads to delays and safety risks. Simons et al. (2022); Eva et al. (2024) Change Theory Lewin’s Change Theory: Unfreezing, Changing, Refreezing to improve communication. Smith et al. (2022) Leadership Strategy Transformational leadership fosters collaboration, communication, and adherence to protocols. Jankelová & Joniaková (2021) Collaboration Approach TeamSTEPPS framework promotes structured training, clear roles, and teamwork. Hassan et al. (2024) References Eva, T. P., Afroze, R., & Sarker, M. A. R. (2024). The impact of leadership, communication, and teamwork practices on employee trust in the workplace. Management Dynamics in the Knowledge Economy, 12(3), 241–261. https://doi.org/10.2478/mdke-2024-0015 Hassan, A. E., Mohammed, F. A., Zakaria, A. M., & Ibrahim, I. A. (2024). Evaluating the effect of TeamSTEPPS on teamwork perceptions and patient safety culture among newly graduated nurses. BMC Nursing, 23(1). https://doi.org/10.1186/s12912-024-01850-y Jankelová, N., & Joniaková, Z. (2021). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. Healthcare, 9(3), 346. https://doi.org/10.3390/healthcare9030346 NURS FPX

NURS FPX 4005 Assessment 1 Name Capella university NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations Prof. Name Date Collaboration and Leadership Reflection Transformational leadership is essential in fostering a collaborative healthcare environment, enhancing teamwork, and improving patient outcomes. In my nursing practice, effective leadership has been instrumental in guiding interdisciplinary teams and ensuring coordinated care delivery. This reflection explores an interdisciplinary collaboration experience, compares effective and ineffective leadership styles, and highlights best practices for leadership and collaboration within healthcare teams. Interdisciplinary Collaboration Experience During my clinical practice, I was part of an interdisciplinary team dedicated to minimizing medication errors and improving patient safety. The primary objective was to implement a structured communication process among nurses, physicians, and pharmacists. However, the team faced challenges in ensuring accurate medication reconciliation due to inconsistencies in Electronic Health Record (EHR) documentation. To overcome these challenges, nurses organized team huddles at the beginning of each shift to review medication orders. Additionally, a shared documentation system was introduced to allow real-time updates in the EHR. These initiatives encouraged interprofessional respect, improved communication, and fostered a shared sense of responsibility. However, resistance to change arose from some team members, particularly those accustomed to traditional workflows. Delays in updating medication orders resulted in frustration among nursing staff. Implementing structured change management strategies, clearly defining roles, and providing additional training on the new documentation process could have mitigated these challenges. Effective vs. Ineffective Leadership in Collaboration Leadership plays a crucial role in guiding interdisciplinary teams and promoting collaboration. Two contrasting leadership styles—transformational and transactional—emerged during this experience. Transformational leadership greatly enhanced collaboration by encouraging open communication and focusing on long-term improvements (Mekonnen & Bayissa, 2023). Leaders who adopted this style facilitated shared decision-making, ensuring active participation from all team members in patient care. In contrast, transactional leadership was less effective, as it emphasized immediate problem-solving and adhered to rigid hierarchies (Mekonnen & Bayissa, 2023). This leadership approach often relied on punitive measures rather than empowerment, which led to resistance from team members. While transformational leadership encouraged team engagement and innovation, transactional leadership contributed to frustration and hindered collaboration. Best-Practice Leadership Strategies To optimize interdisciplinary teamwork, it is essential to implement transformational leadership strategies. The table below outlines best-practice leadership strategies that enhance collaboration and team effectiveness. Best-Practice Leadership Strategies Description Supporting Evidence Encouraging a Shared Vision Leaders who communicate a unified vision promote engagement and collaboration within healthcare teams. Liu et al. (2022) Continuous Professional Development Mentorship programs and leadership training enhance nurses’ ability to take initiative in team-based care. Shen & Tucker (2024) Change Management Skills Leadership training on conflict resolution and team motivation strengthens leadership effectiveness. Shen & Tucker (2024) Best-Practice Interdisciplinary Collaboration Strategies Adopting evidence-based strategies is key to improving interdisciplinary collaboration. The table below presents effective strategies that facilitate teamwork and communication. Best-Practice Interdisciplinary Collaboration Strategies Description Supporting Evidence Structured Communication Tools Implementing SBAR (Situation, Background, Assessment, Recommendation) standardizes communication and reduces errors. Samardzic et al. (2020) Interdisciplinary Rounds Regular team meetings align care plans and promote mutual understanding. Samardzic et al. (2020) Technology-Driven Collaboration Integrated EHR systems enhance real-time data sharing and minimize discrepancies. Calduch et al. (2021) Developing Leadership Style To enhance transformational leadership skills, it is crucial to refine change management capabilities. Participation in leadership training programs focused on conflict resolution and team motivation can significantly improve leadership effectiveness (Shen & Tucker, 2024). Additionally, engaging in mentorship—both as a mentor and mentee—fosters continuous professional growth. Advocating for team-based decision-making ensures that all voices are heard in patient care discussions, promoting inclusivity and interprofessional collaboration. Conclusion Reflecting on my interdisciplinary collaboration experience highlights the importance of transformational leadership in healthcare. By inspiring and empowering team members, nurses can drive meaningful change and improve patient outcomes. Developing leadership skills will enable more effective contributions to patient-centered care and strengthen interdisciplinary collaboration. References Calduch, E., Muscat, N., Krishnamurthy, R. S., & Ortiz, D. (2021). Technological progress in electronic health record system optimization: Systematic review of systematic literature reviews. International Journal of Medical Informatics, 152(1), 104507. https://doi.org/10.1016/j.ijmedinf.2021.104507 Liu, M., Zhang, P., Zhu, Y., & Li, Y. (2022). How and when does visionary leadership promote followers’ taking charge? The roles of inclusion of leader in self and future orientation. Psychology Research and Behavior Management, 15(2), 1917–1929. https://doi.org/10.2147/PRBM.S366939 NURS FPX 4005 Assessment 1 Mekonnen, M., & Bayissa, Z. (2023). The effect of transformational and transactional leadership styles on organizational readiness for change among health professionals. SAGE Open Nursing, 9(9). https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10336755/ Samardzic, M., Doekhie, K. D., & Wijngaarden, J. D. H. (2020). Interventions to improve team effectiveness within health care: A systematic review of the past decade. Human Resources for Health, 18(2), 1–42. https://doi.org/10.1186/s12960-019-0411-3 Shen, Q., & Tucker, S. (2024). Fostering leadership development and growth of nurse leaders: Experiences from Midwest Nursing Research Society Leadership Academy. Nursing Outlook, 72(6), 102293. https://doi.org/10.1016/j.outlook.2024.102293