TO PREPARE:
- Review the nurse leadership competencies presented in the Learning Resources for this week.
- Reflect on these competencies, and consider your own personal strengths and potential gaps in relation to these competencies.
- Consider potential goals for your leadership development in relation to the nurse leadership competencies presented.
THE ASSIGNMENT: (4–5 PAGES)
- Explain your self-assessment in relation to the nurse leadership competencies. Be sure to identify your strengths and potential gaps in relation to these competencies.
- Describe at least four goals for nurse leadership development that you would like to pursue, given the results of your self-assessment. Be specific.
- Explain why these goals are pertinent to your development as a nurse leader. How will developing these leadership competencies support your healthcare organization or nursing practice? Be specific.
Reminder: The College of Nursing requires that all papers submitted include a title page, introduction, summary, and references. The Sample Paper provided at the Walden Writing Center provides an example of those required elements (available at
https://academicguides.waldenu.edu/writingcenter/templates/general#s-lg-box-20293632
. All papers submitted must use this formatting.
- American College of Healthcare Executives. (2017). The healthcare executive’s role in ensuring quality and patient s.[Policy statement]. https://www.ache.org/about-ache/our-story/our-comm…
- American Organization for Nursing Leadership. (n.d.). AONL nurse leader competencieshttps://www.aonl.org/resources/nurse-leader-compet…
- Feldman, S. S., Buchalter, S., Zink, D., Slovensky, D. J., & Hayes, L. W. (2019). Training leaders for a culture of quality and safety. Leadership in Health Services., 32(2), 251–263. https://doi.org/10.1108/LHS-09-2018-0041
- International Hospital Federation. (2015). Leadership competencies for healthcare services managers. https://www.ache.org/-/media/ache/about-ache/leade…
- Johannessen, T., Ree, E., Strømme, T., Aase, I., Bal, R., & Wiig, S. (2019). Designing and pilot testing of a leadership intervention to improve quality and safety in nursing homes and home care (the SAFE-LEAD intervention). BMJ Open, 9(6), 1–12. https://doi.org/10.1136/bmjopen-2018-027790
- The Joint Commission. (2017). The essential role of leadership in developing a safety culture. Sentinel Event Alert, 57, 1–8. https://www.jointcommission.org/-/media/tjc/docume…
AONL NURSE LEADER
CORE COMPETENCIES
OVERVIEW
The AONL Nurse Leader Core Competencies provide
the framework for the knowledge, skills, and abilities
associated with effective leadership–from first time
leaders to experienced executives. The core competencies
encompass the breadth and depth of the nursing
leadership specialty, across health care settings and
leadership roles. These competencies build on the work
begun in 2004 as part of AONL’s participation in the
Health Care Leadership alliance.
The anchoring domain, Leader Within, anchors the
five core domains: Business Skills and Principles;
Communication and Relationship Building; Knowledge
of the Health Care Environment; Professionalism; and
Leadership. It is the driver of motivation, beliefs,
values and interests, and recognizes that the influence
and significance of education, experience and
understanding oneself is essential. A circle represents
each core domain. The gradient border symbolizes
the influence of both the art and science of nursing
and the open center informs the role specific functional
competencies driven by the core domain. The overlap
depicts the interrelatedness of the domains in practice.
The Leadership domain’s placement in the center
supports and enables this interrelatedness of requisite
knowledge, skills and abilities between and among
the core domains.
Reliability and validity for the AONL Nurse Leader Core Competencies
are established by periodic job analysis/role delineation studies.
These competencies are based on A National Practice Analysis Study, 2022.
AONE, AONL. (2022). AONL Nurse Leader Core Competencies, Chicago, IL: AONE, AONL.
Accessed at: www.aonl.org • Accessible at: www.aonl.org/competencies • Contact: aonl@aha.org or (312) 422-2800
© 2022 American Organization of Nurse Executives (AONE), American Organization for Nursing Leadership (AONL).
All materials contained in this publication are available to anyone for download on www.aonl.org, for personal, non-commercial use only.
No part of this publication may be reproduced and distributed in any form without permission of AONL, except in the case of brief
quotations followed by the above suggested citation. To request permission to reproduce this material, please email aonl@aha.org.
1
LEADER WITHIN
REFLECTIVE PRACTICE
CAREER DEVELOPMENT
•
Demonstrates reflective practice and an
understanding that all leadership begins
from within.
•
Seeks coaching and mentorship from others
in career planning and development.
•
•
Solicits feedback from trusted sources about
personal strengths and opportunities for
improvement, incorporating the information
into practice.
Develops a personal and professional career
plan and measures progress.
•
Recognizes and responds appropriately to
career opportunities.
•
Recognizes the contribution of mental models
on behavior.
PERSONAL AND PROFESSIONAL
ACCOUNTABILITY
FOUNDATIONAL THINKING
•
Participates in life-long learning.
•
Learns from challenges, setbacks and failures
as well as successes.
•
Maintains competency through nationally
recognized certification.
•
Recognizes the role of beliefs, values and
influences in one’s own method of
decision-making.
•
Participates in professional organizations that
advance one’s leadership and career development.
•
•
Maintains curiosity and an eagerness
to explore.
Prioritizes self-care health behaviors through
daily practices and routines; practices healthy
work-life integration.
2
PROFESSION ACCOUNTABILITY
ADVOCACY
•
Upholds professional ethical principles in
decision-making through personal,
organizational and staff accountability.
•
Advocates for health care policy, at all levels of
government, as it effects safe, quality, accessible
and affordable health care.
•
Supports, promotes and models standards
of nursing and leadership professional practice
(clinical, educational, certification and leadership)
for colleagues and constituents.
•
Advocates in the patient’s best interest seeking
regulatory and or accreditation rule changes
when necessary.
•
Aligns behavior with personal values and
determines fit with the organization’s culture.
HEALTH EQUITY AND SOCIAL
DETERMINATES OF HEALTH
•
Ensures a just culture of accountability.
•
Ensures the voice of the patient is central and
present in decision-making.
•
Holds self and others accountable for measurable
high-quality and cost-effective outcomes.
•
Recognizes and responds appropriately to
career opportunities for staff and colleagues.
•
•
Implements and maintains optimal, culturally
competent health care across the lifespan,
in all settings, addressing social determinants
of health and health equity.
GOVERNANCE
•
Interacts and educates the organization’s
governing body regarding health care, the
value of nursing, and quality and patient
safety principles.
•
Represents patient care issues to the
organization’s governing body.
•
Represents nursing in the boardroom
and C-suite.
Exhibits executive presence.
3
EFFECTIVE COMMUNICATION
RELATIONSHIP MANAGEMENT
•
Communicates with clarity and integrity to
build trust with all stakeholders.
•
•
Identifies and understands diverse
communication styles when engaging
strategic partners.
Develops and fosters relationships across the
care continuum to build alliances and strategic
partnerships to achieve common goals.
•
Engages and manages conflicts and
disagreements in a constructive manner.
Practices transparency and truth telling.
•
Identifies the internal and external political
forces that impact the work of the organization.
•
Perceives organizational and strategic realities
while incorporating political influences and
acts accordingly.
•
Recognizes and responds to the organization’s
impact on stakeholders’ views and engagement.
•
INFLUENCING BEHAVIORS
Influences and persuades others, builds consensus
and gains cooperation from others to share
information and accomplish goals.
4
NURSING PRACTICE AND APPLICATION
REGULATION
•
Transforms care delivery models and
environmental design to ensure the delivery
of safe patient care that is evidence-based,
accessible and affordable to all.
•
•
Recognizes the impact of internal and
external factors on care delivery and the
organizational finances.
•
•
Integrates quality and safety measures for
patients into the care environment.
Formulates objectives and priorities,
implementing plans across the continuum
of care and practice settings consistent with
long-term interests of the organization.
Ensures compliance with accreditation and local,
state and federal regulatory standards.
EVIDENCE BASED PRACTICE
•
Leads/translates evidence-based research
into practice.
PATIENT SAFETY AND QUALITY
•
Ensures the use of patient safety and care
improvement sciences.
ECONOMICS AND POLICY
•
Aligns organizational strategies informed
with current developments in health care
economics, policy and legislation.
•
Influences health care policy, at all levels of
government, as it affects safe, quality, accessible
and affordable health care.
5
FINANCIAL MANAGEMENT
•
•
Understands the organization’s
financial processes.
Uses concepts of economics, cost benefit
analyses and business models to set priorities
and measurable goals.
•
Manages financial resources using concepts
of economics, finance, accounting, cost benefit
analysis and effectiveness of business models.
•
Supports financial health particularly as it is
influenced by nursing and other clinical decisions
and outcomes.
•
•
Aligns and creates nursing/clinical objectives,
goals and tactics required to achieve the
organization’s strategic outcomes.
•
Recognizes and supports the benefit and
impact of technology on care delivery, clinical
information and financial outcomes.
•
Uses evidence-based metrics to align the
organization’s goals and objectives with
patient outcomes.
HUMAN RESOURCE MANAGEMENT
•
Builds and manages a diverse workforce based
on organizational, professional nursing, clinical
goals and outcomes, data, budget considerations
and staffing needs.
•
Ensures that employees are appropriately
recruited, selected, on-boarded, educated,
evaluated and recognized.
Participates in activities related to system
bond ratings, investing and attainment of
operating margins.
STRATEGIC MANAGEMENT
•
Fosters high-reliability concepts within the
organizational structure.
•
Manages a multisector workforce and a variety
of work situations.
•
Utilizes multiple sources of evidence-based data
in goal setting and decision-making.
•
•
Ensures operational objectives are in place to
achieve the strategic mission.
Ensures the presence of a safe and healthful
work environment, promoting self-care
and empowerment.
•
•
Participates in the negotiation, monitoring and
management of contract/service agreements.
Advances organizational policies that allow
employees to practice at the top of
education/license.
•
Establishes mechanisms to provide identification
and mentoring of staff for career progression.
6
LEADERSHIP
SYSTEMS AND COMPLEX
ADAPTIVE THINKING
•
Provides visionary thinking to build a shared
vision that is articulated to others and influences
others to translate vision into action.
Develops the ability of others to perform and
contribute to the achievement of their goals consistent with the organization’s vision
and mission.
•
Provides feedback and opportunities for others
to learn through formal and informal methods.
•
Develops and encourages new insights into
situations; questions conventional approaches.
•
Creates, promotes and protects a culture that
supports staff, patients/clients and stakeholders.
•
Encourages new ideas and innovative designs,
implements new cutting-edge programs/processes.
•
•
Creates and executes strategies for
complex situations.
DECISION MAKING
•
Capitalizes on opportunities and takes
calculated risks.
•
Identifies and objectively analyzes problems;
evaluates relevance and accuracy of information,
generates and evaluates alternative solutions,
makes recommendations and decisions.
•
Makes timely decisions even when
data are limited or solutions produce
unpleasant consequences.
•
DIVERSITY, BELONGING
AND INCLUSION
Understands the impact and implications
of decisions.
•
Delegates appropriately.
•
Cognizant of unconscious and systemic bias
in care delivery and business operations.
•
Fosters professional governance in both
philosophy and structure.
•
Leads and supports initiatives that address
racism, discrimination and bias in care delivery
and business operations.
TRANSFORMATION AND
INNOVATION
•
Encourages creative tension and differences
of opinions.
•
•
Fosters an inclusive workplace where diversity
and individual differences are valued and
maximized to achieve the vision and mission
of the organization.
CHANGE MANAGEMENT
•
•
Acts as a catalyst for change by seeking
new information and ideas; rapidly adapts to
new information, changing conditions and
unexpected obstacles.
Open to change and new information.
Fosters a culture of inquiry, innovation and
transformation with a focus on the future.
7
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