Many nurse educators find themselves at a career crossroads, looking beyond the classroom and wondering how to expand their influence in the nursing field. Transitioning from teaching roles into broader leadership positions is an exciting opportunity, one that comes at a critical time for nursing. As healthcare grows more complex and faces workforce challenges, experienced nurse educators are needed in nurse leadership to shape programs, influence policy, and guide the next generation of nurses on a larger scale.

This blog will explore how nurse educators can successfully make that leap, the new skills and mindset required when moving from academia to administration, and concrete examples of career pathways that leverage educational expertise in nurse leadership roles.

Bridging the Gap: Nurse Educators as Emerging Nurse Leaders

Nurse educators already possess many qualities of effective leaders. In their faculty roles, they mentor students, spearhead curriculum development, and often manage academic projects. Further, in clinical teaching positions, for example, nurse educators design and lead staff training programs and even handle budgets and resources, duties that mirror those of nurse managers.

These tasks help cultivate communication, organization, and guidance skills, so it’s no surprise that many nurse educators eventually move into executive leadership or policy positions as their careers progress. The classroom, in this sense, is a training ground for higher-level influence.

Why Make the Transition from Classroom to Leadership?

One reason to make the transition from classroom to leadership is the chance to broaden your impact from influencing individual learners to shaping entire programs and policies. In an administrative or executive role, a former nurse educator can champion evidence-based practices, drive quality improvements, and affect patient care on a wider scale.

Nurse leadership roles also open doors to participation in decision-making at the organizational or system level, allowing nurse educators to advocate for educational excellence and nursing priorities in healthcare settings. Additionally, pursuing leadership can be a natural next step for those who have achieved advanced degrees or certifications. Such credentials open doors to higher-level positions, including leadership roles in nursing education and administration.

In short, moving into leadership enables nurse educators to take the values and insights honed in academia and apply them to strategic challenges, whether running a nursing program or guiding clinical teams.

Skills and Mindset Shifts: From Teacher to Leader

Stepping into a leadership role requires nurse educators to adapt some of their skills and embrace a new mindset. At the core, teaching and leading are both about influencing others, but the audience and scope change. Instead of guiding students through coursework, a leader guides teams of professionals toward common goals. This shift calls for expanded competencies in areas like strategic planning, organizational management, and system-level thinking.

Communication skills, for example, must extend beyond the classroom lecture. Nurse leaders need to be able to communicate vision, negotiate with stakeholders, and inspire diverse teams. The ability to educate remains invaluable, but it’s now applied to coaching and developing staff, gaining buy-in for initiatives, and fostering a culture of continuous learning.

New competencies will need to be developed as well. Financial acumen and project management come to the forefront. Managing a program or department means understanding budgets, staffing, and quality metrics. Nurse educators may need to familiarize themselves with administrative tools and processes, from scheduling systems to regulatory compliance.

Fortunately, the core strengths of educators (communication, empathy, adaptability) are highly transferable. With some additional training or mentorship in business and leadership skills, nurse educators can confidently step into roles where they set direction for teams and initiatives. Continual learning, whether through formal leadership courses or from certifications like Nurse Executive (NE-BC), or guidance from experienced mentors, can ease the shift from teaching to leading.

Pathways for Advancement: Leveraging Education Experience

A career in nursing education can unfold into multiple leadership pathways, depending on one’s interests and credentials. In academic institutions, a nurse educator might progress to roles such as program director, department chair, or dean of nursing. These positions draw directly on educational expertise while adding broad leadership responsibilities

Beyond academia, nurse educators can also venture into leadership roles within healthcare organizations. Hospitals and health systems value professionals who can lead staff development, training, and quality improvement initiatives. A common pathway is moving from a clinical nurse educator or nursing professional development specialist role into management positions. A nurse educator in a hospital might become a Nursing Education Manager or Director of Nursing Education, responsible for all in-service training and continuous education programs for the nursing staff. In this capacity, they coordinate educational programs, manage budgets and faculty, and align training with organizational goals.

Over time, some even ascend to senior executive roles. It’s not unusual for nurse educators to become clinical managers, department directors, or even Chief Nursing Officers with the right experience.

Nurse educators often have a head start by the time they reach an administrative candidacy, as they have already been developing their leadership skills as a nurse all along.

Conclusion: Supporting the Next Step in Nurse Educator Careers

As nurse educators look to expand their influence beyond the classroom, leadership offers a meaningful next step. It builds on their teaching experience and opens doors to broader impact across healthcare systems and academic institutions. The transition may require new competencies, but the foundation is already in place. With the right support, training, and mentorship, nurse educators are well positioned to lead change, shape policy, and elevate the future of nursing.

If you're exploring this transition or already stepping into new responsibilities, you don’t have to go it alone. We invite you to consider the Association for Leadership Science in Nursing (ALSN ), a professional community dedicated to advancing nurse leadership through education, research, and connection.

About The Association for Leadership Science in Nursing (ALSN)

The Association for Leadership Science in Nursing (ALSN ) was established in 1970 as the Council on Graduate Education for Administration in Nursing as a formal organization dedicated to collegial relationships and intellectual exchange among nurse educators whose focus was nursing administration at the graduate level.

ALSN’s diverse membership includes advanced practice nurses in leadership, education, research, and those fostering an entrepreneurial spirit. ALSN’s mission and vision are grounded in the commitment to advance leadership science providing evidence to improve quality outcomes for all those served.

Through ALSN’s many on-going activities, webinars, conferences, JONA journal articles and scholarly recognition awards, ALSN claims a wide span of influence on nursing leadership research. Learn more at ALSN.info.

Kim Crawford, PhD, MPH, APRN, FNP-C is an Assistant Manager at the University of West Georgia in Carrollton, Georgia, USA.

With over 27 years of nursing experience, Dr. Crawford began her career in a Level 1 Pediatric Emergency Department in Atlanta, Georgia, where she worked for 12 years. It was during this time that she recognized the importance of preventive care and public health - realizing that many of the issues treated in the emergency department could not be resolved solely within that setting.

Motivated to address healthcare challenges upstream, Dr. Crawford pursued advanced degrees in Global Public Health and as a Family Nurse Practitioner. Shortly after graduating, she discovered a passion for clinical instruction and was invited to serve as the International Nursing Director for a $2 million USAID grant in the country of Georgia.

During her two-year tenure with the grant, she trained 18 local nurse educators through an intensive three-month nurse retraining program and developed the country's first clinical training program for nurses. These educators went on to train approximately 2,500 nurses-representing about 10% of Georgia's nursing workforce-in a comprehensive one-month continuing education course with clinical components.

Following her work with USAID, Dr. Crawford joined a private university in Tbilisi, Georgia, where she played a pivotal role in launching the country's first baccalaureate nursing degree program. She implemented hybrid clinical rotations beginning in students' second year and incorporated graduates of the USAID project into the academic and clinical faculty. Throughout her nearly seven years in Georgia, Dr. Crawford championed the development of nursing education and worked tirelessly to shift cultural perceptions of nursing from a stigmatized profession to one of skill, intelligence, and autonomy. Notably, the first graduates of the new nursing program were international students from Africa.

Dr. Crawford's passion for nursing leadership and international health grew during her time abroad. She became a frequent speaker at conferences across Eastern Europe and internationally, advocating for nurse empowerment and the vital role of nurse-led leadership. Upon returning to the United States in 2016, she began her PhD in Nursing and continues to work with both undergraduate and graduate nursing students, mentoring the next generation of nurse leaders.

Dr. Crawford is particularly passionate about collaborating with international nurses to promote the nursing profession on a global scale. She was introduced to the Association for Leadership Science in Nursing (ALSN) by her colleague, Dr. Laura Caramanica, and quickly felt a strong connection to the organization. A member for just over a year, she is committed to engaging in research, mentoring nurses and students, and fostering a culture of compassion and excellence.

 Three things new members should know about ALSN:

1. The level of passion and energy to make a difference in our profession is truly inspiring in this organization.
   
   
2. There is a place for everyone, with abundant opportunities to network, grow, and lead.
   
   
3. A quote that embodies this organization. "Let us never consider ourselves finished nurses ... we must be learning all of our lives." - Florence Nightingale

If you would like to connect with nurse leaders like Dr. Crawford and be part of this community, learn more about ALSN membership at: ALSN.info/Join-Us

Dr. Nancy Ballard is Associate Professor and Coordinator of the Nursing Administration and Transformational Leadership graduate program at Kennesaw State University’s Wellstar School of Nursing in Kennesaw, Georgia. Her nursing career spans more than five decades, with wide-ranging contributions to clinical practice, healthcare leadership, research, and education.

Nancy’s journey into healthcare began in high school when she worked as a medical office assistant for a local physician who taught her how to carry out a variety of tasks typical of a small community clinic. After graduating, she attended vocational school and became an LPN. As her interest in cardiology deepened and she realized she wanted to do more, Nancy pursued further education and completed her ADN at what was then Kennesaw Junior College, becoming an RN.

Nancy’s work expanded beyond clinical care into policy, education, and research. She collaborated on the first nurse-led research study within her health system and served as System Clinical Nurse Specialist for Critical Care. In 2004, she became an appraiser for the ANCC Magnet program. While at the Center for Nursing Excellence, she coordinated the development of a professional practice model, launched a nursing research fellowship for clinical nurses which supported protected research time and mentoring, and introduced the NDNQI RN satisfaction survey. As a life-long student, Nancy completed her PhD with a minor in organization leadership in 2015 at the University of Kansas, focusing her research on how the practice environment impacts quality outcomes. Currently, her research explores team trustworthiness and its association with clinical, operational, and patient outcomes.

About ten years ago, Nancy learned about ALSN, then CGEAN, through a colleague who coordinated the graduate program she now leads. She is an active member of the Program Planning Committee and helped organize the 2025 ALSN Conference in Decatur, Georgia. She also served on the former Education Committee and regularly attends the annual conference. Nancy reflects on her involvement this way: “Being part of ALSN has helped me grow in many ways. It is a valuable source of support and fresh ideas. I always leave the conference inspired and energized.”

To new members, Nancy encourages, “Get involved—you will be glad you did. It is a wonderful way to connect, learn, and find opportunities you never expected.”

Nancy divides her time between her home in the foothills of North Georgia and a condo on Jekyll Island, made possible by the asynchronous online format of her graduate program. She calls herself a “world-class procrastinator” who relies on carefully planned personal timelines to stay on track. She plans to retire from academia in June 2026 but will continue her work with AACN for a few more years and looks forward to finally having time to write that novel.

If you would like to connect with nurse leaders like Dr. Ballard and be part of this community, learn more about ALSN membership at: ALSN.info/Join-Us

Creating a healthy work environment in nursing is both an art and a science. Nurse leaders today face the challenge of fostering a positive, supportive workplace for their staff while also guarding against burnout among team members and even in themselves. High levels of stress and burnout are alarmingly common in healthcare leadership, and the consequences can ripple through the entire team, leading to poor morale, turnover, and compromised patient care.

The good news is that effective nursing leadership can actively shape a healthier work environment where nurses feel valued, engaged, and supported without driving anyone to exhaustion. In this blog, we explore a few evidence-based strategies and nurse leadership insights for building a healthy work environment in nursing while preventing burnout.

Lead with Purpose and Authenticity

Nurse leadership experts emphasize the importance of “aligning with purpose,” which means taking a deep look at who you are as a leader, what you stand for, and ensuring that your actions match those values. When nurse leaders are authentic and transparent about their vision and priorities, it builds trust and coherence.

Insights from leadership research and from Dr. Taura L. Barr’s work, shared in ALSN ’s recent webinar “Leading with Purpose: A Holistic Approach to Nurse Leadership and Well-Being,” suggest that many professionals in crisis feel they have lost touch with their core values or identity in their work. In other words, burnout can stem from the disconnect between a nurse’s authentic self and the demands or culture of their job.

A nurse leader who understands this can take steps to close that gap by encouraging nurses to voice their values, strengths, and professional goals. Aligning roles and tasks to individuals’ strengths where possible not only enhances performance, but also helps staff feel “seen” and utilized meaningfully, which can help protect against burnout over time.

Model Healthy Boundaries and Self-Awareness

Crucially, authenticity in nursing leadership also means modelling healthy boundaries and self-awareness. When a nurse leader openly acknowledges their own limits or says “no” to excessive demands that don’t align with priorities, it sets an example for others.

For example, if a manager candidly explains to the team that they’ve scheduled a weekly hour for their own professional development or well-being and won’t take meetings during that time, it shows that taking care of oneself is valued. Setting such boundaries in a respectful way demonstrates that it’s acceptable to prioritize wellness needs.

In fact, nurse leadership research shared in “Leading with Purpose: A Holistic Approach to Nurse Leadership and Well-Being, with Dr. Taura L. Barr ” highlighted that when nurse leaders practice self-reflection and communicate who they are (and are not), it creates an environment that gives others permission to do the same.

Modeling these healthy behaviors signals to team members that they too can be honest about their capacities, ask for help when needed, and set reasonable boundaries, which helps prevent burnout across the team.

Encourage Resilience and Growth

Nursing is a constantly evolving field, and a workplace that embraces learning and new ideas can energize nurses, while a stagnant one can contribute to burnout. Nurse leaders can cultivate a growth mindset by encouraging nurses to see challenges as opportunities to learn and by supporting professional development through further education, specialty training, or participation in quality improvement projects. This keeps nurses engaged and signals that their growth is valued.

Resilience, the ability to adapt and recover from stress, is closely tied to this sense of growth. It is strengthened in environments where staff can learn from setbacks instead of being punished for mistakes. Nurse leaders can support this by offering debriefings after difficult events that focus on what was learned and how to improve, and by providing access to resilience or wellness training that builds coping skills. This shows that personal well-being is as important as task performance.

There is also a strong connection between well-being and innovation. The same qualities that support wellness, such as teamwork, creativity, open communication, and the courage to try new approaches, also drive improvement in care. Units that feel psychologically safe are more likely to brainstorm better ways of working and adapt constructively to change. Nurse leaders can encourage this by celebrating new ideas, involving staff in problem solving, and maintaining an atmosphere where thoughtful experimentation is welcomed.

When nurses feel empowered to contribute and grow, they are more likely to feel fulfilled and resilient, rather than drained by the status quo.

Conclusion: Leading Well, Without Burning Out Your Team

Building a healthy work environment without burning out your team is an achievable goal when nurse leaders take a thoughtful, comprehensive approach.

The strategies presented in this blog are grounded in both the science of nursing leadership and the lived experiences of experts and frontline nurses, and they offer a roadmap to a more vibrant and sustainable nursing work environment.

This approach echoes insights from ALSN’s on-demand webinar “Leading with Purpose: A Holistic Approach to Nurse Leadership and Well-Being,” which explores how purposeful, holistic leadership can transform practice. To go deeper into these concepts and connect with peers who are advancing the science of nursing leadership, consider exploring ALSN’s webinars, resources, and community at ALSN.info to support their work in building healthy, sustainable work environments..

About The Association for Leadership Science in Nursing (ALSN)

The Association for Leadership Science in Nursing (ALSN ) was established in 1970 as the Council on Graduate Education for Administration in Nursing as a formal organization dedicated to collegial relationships and intellectual exchange among nurse educators whose focus was nursing administration at the graduate level.

ALSN’s diverse membership includes advanced practice nurses in leadership, education, research, and those fostering an entrepreneurial spirit. ALSN’s mission and vision are grounded in the commitment to advance leadership science providing evidence to improve quality outcomes for all those served.

Through ALSN’s many on-going activities, webinars, conferences, JONA journal articles and scholarly recognition awards, ALSN claims a wide span of influence on nursing leadership research. Learn more at ALSN.info

In today’s healthcare environment, compassionate leadership in nursing is more than a feel-good concept, it’s increasingly recognized as a strategic necessity. Nurse leaders at all levels face many pressures, from staffing shortages and burnout to rising patient complexity and constant change. This extends beyond clinical settings, as nurse leaders who serve on boards and in governance roles can help embed compassion into the policies, strategies, and decision-making structures that shape healthcare organizations.

As Dr. Paquita C. de Zulueta noted in her academic research, “compassionate health care is universally valued as a social and moral good to be upheld and sustained. Leadership is considered pivotal for enabling the development and preservation of compassionate health care organizations.” In other words, how leaders lead directly shapes the culture and outcomes of care, not just at the bedside, but also in the boardroom.

Understanding Compassion in Nursing Leadership

Compassionate leadership in nursing simply means leading with genuine care for others’ well-being. Some scholars further define it as a collection of leadership practices rooted in altruistic values and emotional intelligence. Going beyond simple kindness, it involves actively understanding and addressing the needs and suffering of patients, staff, and colleagues. Notably, compassion is more than a value, it’s a practice that shapes leadership, teamwork, and patient care. It’s something leaders intentionally cultivate and demonstrate daily.

In short, compassion is the “heart” of effective healthcare leadership, providing the human connection that balances the technical and strategic aspects of running a nursing unit or a health system.

Compassionate Nursing Leadership Key Traits and Behaviors

What does compassionate nursing leadership look like in action? It comes to life through specific behaviors and qualities that nurse leaders consistently demonstrate, whether at the bedside, managing a team, or shaping policy from the boardroom.

Some key traits and practices include:

• Emotional Intelligence & Empathy: Compassionate nurse leaders exhibit high emotional intelligence. They recognize and understand emotions (their own and others’) and respond with empathy. This means acknowledging the stress or pain a nurse or patient is feeling and responding in a supportive way. By staying attuned to the team’s morale and individuals’ needs, a leader can address issues before they escalate, whether in a hospital unit or across an entire system.
  
  
• Active Listening and Presence: Being fully present and listening deeply is a hallmark of compassionate nursing leadership. Being led by someone who truly listens (who is approachable and provides undivided attention) makes all the difference. Whether in one-on-one meetings, board discussions, or during rounds on the unit, compassionate nurse leaders take time to hear concerns, validate feelings, and make people feel seen and heard.
  
  
• Advocacy and Support: A compassionate nurse leader is a fierce advocate for both patients and staff. Advocacy in this context means using one’s authority to ensure safe staffing levels, healthy work conditions, and the resources nurses need to provide excellent care. In governance roles, it also means using your seat at the table to champion policies that reflect patient-centered values and workforce well-being. Compassionate nurse leaders stand up for their teams in management meetings and defend care-driven priorities in strategic decisions.
  
  
• Mentorship and Presence of Mind: Compassionate nurse leadership also shows up in mentorship and remaining calm in crises. Nurse leaders who care invest time in mentoring and developing their staff, helping them cope with stress and grow professionally. They demonstrate patience and understanding when mistakes occur, using them as teaching moments rather than occasions for blame. In high-stress situations, whether managing a clinical emergency or navigating a system-wide challenge, their compassionate presence can steady the team.

Through these behaviors, compassionate nurse leaders create a workplace and organizational climate of respect, support, and open communication.

From the Boardroom to Bedside Care

Compassionate leadership in nursing is relevant across all levels of healthcare, from the boardroom to bedside care. Nursing is a profession built on compassion at the point of care, but that same ethos can and should inform leadership in upper management and governance.

Increasingly, nurses are rising to executive roles (Chief Nursing Officers, Chief Executives) and securing seats on boards of healthcare organizations. At this level, compassionate nurse leadership entails keeping the patient and staff perspective at the forefront of high-level decision-making. Nurse executives with clinical backgrounds often remind their boards and fellow leaders about the human impact of budget cuts, staffing ratios, or policy changes. They emphasize that financial and strategic decisions must align with caregiving values. As Dr. Cole Edmonson of NOBC put it, “As nurses, our impact includes the bedside and beyond. We bring invaluable perspectives to leadership at the bedside, in the C-Suite, and in the boardroom.” In these senior roles, compassionate nurse leaders work to ensure that leadership decisions remain person-centered, balancing quality care with efficiency.

What ties all these contexts together is the conviction that compassion is not a “nice extra,” but a core leadership competency in nursing. Whether one is coordinating a single patient’s care plan or setting a hospital’s annual goals, leading with compassion creates a ripple effect of positivity, trust, and commitment. It strengthens the connective tissue between healthcare providers and the people they serve.

Conclusion: Leading with Compassion, Shaping the Future of Healthcare

Compassionate nursing leadership is more than a soft skill, it is a strategic, evidence-informed approach that strengthens healthcare systems from the inside out. For nurse leaders, compassion fuels not only how care is delivered at the bedside, but how decisions are made in boardrooms, C-suites, and committees shaping healthcare policy and operations. By cultivating emotional intelligence, listening with presence, advocating with courage, and leading with empathy, nurse leaders create cultures of respect, resilience, and excellence.

As the healthcare landscape continues to evolve, the need for leaders who can balance strategy with humanity has never been greater. From mentoring teams to influencing system-wide decisions, nurse leaders are uniquely positioned to drive transformation through compassionate action.

Register for our Nov. 5, 2025 Webinar

For a deeper exploration of this topic, join Dr. Tim Cunningham, DrPH, RN, FAAN, for ALSN and NOBC’s co-sponsored webinar, “The Epidemiology of Compassion from the Board Room to the Bedside,” on November 5^th. Dr. Cunningham brings a distinct perspective on how compassion can shape leadership and organizational culture across healthcare. Register here

About The Association for Leadership Science in Nursing

The Association for Leadership Science in Nursing (ALSN) was established in 1970 as the Council on Graduate Education for Administration in Nursing as a formal organization dedicated to collegial relationships and intellectual exchange among nurse educators whose focus was nursing administration at the graduate level.

ALSN’s diverse membership includes advanced practice nurses in leadership, education, research, and those fostering an entrepreneurial spirit. ALSN’s mission and vision are grounded in the commitment to advance leadership science providing evidence to improve quality outcomes for all those served.

Through ALSN’s many on-going activities, webinars, conferences, JONA journal articles and scholarly recognition awards, ALSN claims a wide span of influence on nursing leadership research. Learn more at ALSN.info

As part of our continued growth and evolution, the Association for Leadership Science in Nursing is proud to share our refreshed brand identity and new logo. This design reflects our organization’s expanding reach, renewed energy, and ongoing commitment to advancing the science of nursing leadership.

Symbolism of the New Logo

Our new logo’s open circle reflects ALSN’s global reach and inclusivity, inviting every voice to shape the future of nursing leadership.

The green, purple, and gold figures symbolize connection, collaboration, and diversity across academia, practice, and industry.

Green conveys growth and innovation, purple embodies wisdom and science, and gold signifies excellence and trusted leadership.

Together, they highlight how strong partnerships advance people-centered leadership that is both effective and deeply human.

Looking Ahead

The story behind our logo captures the essence of ALSN’s mission to connect nurse leaders, educators, and researchers in transforming the future of healthcare. We’re thrilled to continue this journey with a community that values inclusion, collaboration, and excellence.

Press Release
FOR IMMEDIATE RELEASE

Nurses on Boards Coalition and the Association for Leadership Science in Nursing Forge a Partnership to Empower Nurses in Leadership and Governance

Dallas, Texas – April 23, 2025 – In a groundbreaking effort to amplify nurses’ voices in leadership roles, the Nurses on Boards Coalition (NOBC) and the Association for Leadership Science in Nursing (ALSN) are thrilled to announce their strategic partnership. Together, they aim to create innovative programs that foster scholarly opportunities, advance the science of leadership and governance, and equip nurses to thrive as confident, comfortable, and competent leaders in the boardroom.

This collaboration marks a significant moment in the nursing profession, as two leading organizations join forces to amplify and support the expertise and leadership potential of nurses across the nation. By aligning their missions, NOBC and ALSN are committed to developing educational initiatives that empower nurses to step into governance roles with the knowledge, skills, and confidence necessary to make an impactful difference.

Key areas of collaboration include:

• Scholarly Opportunities: Developing research programs and thought-leadership initiatives that explore and expand the science of leadership within nursing.
• Advancement of Leadership and Governance: Promoting evidence-based practices and strategies that support nurses in navigating leadership and governance structures effectively.
• Educational Programs: Designing educational opportunities to prepare nurses for boardroom success, ensuring they are equipped to influence decision-making and drive meaningful change.

"As nurses, our impact includes the bedside and beyond. We bring invaluable perspectives to leadership at the bedside, in the C-Suite, and governance in the boardroom; this partnership is a powerful step in elevating those contributions and expanding the evidence around that impact," said Dr. Cole Edmonson, DNP, RN, FAAN, CEO of NOBC.

"ALSN is dedicated to advancing the science of nursing leadership, and we are excited to collaborate with NOBC to create new opportunities that empower nurses as trailblazers in governance," added Dr. Heather Nelson-Brantley, PhD, RN, NEA-BC, CNE, President of ALSN.

Through this partnership, NOBC and ALSN aim to foster education where nurses feel empowered to take their seats at the decision-making table—shaping the future of healthcare and advocating for their communities.

For more information about this exciting partnership and upcoming programs, please contact NOBC at nobc@nursesonboardscoalition.org or ALSN at office@alsn.email.

About Nurses on Boards Coalition (NOBC)

The Nurses on Boards Coalition is dedicated to improving healthcare outcomes by placing nurses in governance positions. NOBC strives to ensure that increase the number of nurses that are serving on boards improve the health of communities.

About Association for Leadership Science in Nursing (ALSN)

The Association for Leadership Science in Nursing promotes excellence in leadership and governance through research, education, and practice. ALSN supports nursing leaders globally in achieving their full potential to transform healthcare systems and policies.

2024-2026 Pilot Research Awards Request for Proposals

SUBMISSION DUE DATE:
June 15, 2024, 11:59 pm Central Time 

Submit your Proposal

One grant will be awarded:
One $10,000 (US Dollars) award funded by the ALSN Research Fund

View the Press Release (pdf)

July 2022 – The DAISY Foundation and the Association for Leadership Science in Nursing (ALSN) announced their mutual support today.

The DAISY Foundation is excited to welcome ALSN to the DAISY Community of Supportive Associations and believes this partnership will serve to expand the importance of nursing leaderships’ role in advancing scholarship practices which positively impact global health. Said Deb Zimmermann, DNP, RN, NEA-BC, FAAN, CEO of The DAISY Foundation, “We are delighted to partner with ALSN. Their commitment to evidence-based leadership and advancing global leadership science aligns with DAISY’s drive to grow meaningful recognition globally, advance the science demonstrating its impact on the work environment, and elevate the essential role of nursing leadership on nurse recognition.”

“We are excited to join the DAISY Foundation™ as a partner,” said ALSN’s President, K. David Bailey, PhD, MBA, RN, CCRN-K, NEA-BC, FACHE. “DAISY celebrates excellence at all levels of professional nursing practice. Through this partnership, both organizations will accentuate each other’s strengths and further illuminate the importance of nursing leaders and the affect they have on patient care and the work environment.”

About The DAISY Foundation

The DAISY Foundation is a not-for-profit organization, established in memory of J. Patrick Barnes, by members of his family. Patrick died at the age of 33 in late 1999 from complications of Idiopathic Thrombocytopenic Purpura (ITP), a little known but not uncommon auto-immune disease. (DAISY is an acronym for Diseases Attacking the Immune System.) The care Patrick and his family received from Nurses while he was ill inspired the creation of The DAISY Award^® for Extraordinary Nurses, an evidenced-based means of providing Nurse recognition and thanking Nurses for making a profound difference in the lives of their patients and patient families.

In addition to the DAISY Award for Extraordinary Nurses, the Foundation expresses gratitude to the nursing profession internationally in over 5,400 healthcare facilities and schools of nursing with recognition of direct care Nurses, Nurse-led Teams, Nurse Leaders, Nursing Faculty, Nursing Students, Lifetime Achievement in Nursing and through the J. Patrick Barnes Grants for Nursing Research and Evidence-Based Practice Projects, Health Equity Grants and Medical Mission Grants. More information is available at http://DAISYfoundation.org

About ALSN

ALSN, a not-for-profit organization, is an international nursing organization inviting and respecting the uniqueness of its members in advancing nursing leadership science. ALSN provides multifaceted opportunities for the generation, dissemination, and sustainability of nursing leadership science in education, research, and practice. For additional information, please visit http://alsn.info.

View the Press Release (pdf)

ANCC Institute for Research and Quality invites clinical nurse scientists, researchers and others to submit proposals for presentations at the annual ANCC Research Symposium in October, 2022, to be held as a pre-conference event prior to the ANCC National Magnet Conference® and the ANCC Pathway to Excellence Conference®. The one-day symposium is intended to showcase approaches to bolster practice-based nursing research capacity.

The submission deadline is April 1; please visit these links to learn more and submit your proposal.

Review the Call for Symposium Session Proposals

When you are ready, Submit Your Proposal