Blog & News Updates

Advancing Together Through Collaboration, Purpose, and Possibility

As we move into March, I continue to be inspired by the collective strength, creativity, and purpose that define the ALSN community. This year, we are leaning fully into collaboration, purpose driven leadership, and advancing nursing leadership science through optimism and innovation. Across our community, I see evidence that these values are not just aspirational. They are alive. They are shaping our partnerships, our global engagement, and the new pathways we are building for nurse leaders everywhere.

Our Collaborative Momentum: A Few Highlights

Last month, I shared how our partnerships, both established and emerging, are fueling meaningful progress across ALSN. As we look ahead, here are a few key reminders that reflect the power of our shared work:

• Our partnership with the Nurses on Boards Coalition (NOBC) continues to expand governance and leadership opportunities, with two upcoming co-sponsored webinars: Dr. Sue Hassmiller on March 11 and Dr. Oriana Beaudet on May 19. Visit our Live Webinars page for the latest information and to register.
  
  
• Our partnership with Galen College of Nursing is moving forward with a Delphi study that will help shape competencies for academic nurse leaders, blending the expertise of ALSN researchers with Galen’s innovative vision.
  
  
• Our ALSN International Ambassador Program, uniting 11 Ambassadors across 11 countries, is enriching ALSN with vibrant international perspectives as we prepare for our inaugural ALSN International Virtual Conference May 29, 2026, where each Ambassador will showcase their work to our global community.

At our 2025 ALSN Conference in Atlanta, leaders from ALSN, NOBC, the Marian K. Shaughnessy Nurse Leadership Academy, and AONL came together with all of you for a powerful collaborative session to identify synergies between each organization’s research priorities. Together, we began shaping a collaborative initiative to advance nursing leadership and governance science and build the momentum needed to move this work forward. This effort is groundbreaking in its shift from siloed approaches to a model of shared strength, one that leverages each organization’s unique contributions to create greater impact across nursing practice, healthcare systems, and communities. A manuscript capturing the session’s insights and outlining next steps is now in its final stages of development, and we look forward to sharing the outcomes and preparing for what comes next—together.

These efforts reflect the heart of our mission: building leadership capacity through shared knowledge, diverse voices, and intentional collaboration.

Looking Ahead with Optimism and Purpose

What gives me the greatest sense of hope is recognizing that our progress is not accidental. It is the result of intentional, purpose driven leadership from every member of our community. This year, as we deepen partnerships, welcome global voices, and innovate new pathways for nurse leaders, we are modeling what leadership can look like when it is anchored in collaboration, fueled by optimism, and guided by a shared mission to advance nursing leadership science.

Thank you for the work you do each day. Thank you for showing up with courage, curiosity, and compassion. And thank you for walking with me, and with each other, as we build a brighter future for our field, our healthcare settings, and our communities.

Together in Leadership,

Heather Nelson-Brantley, PhD, RN, NEA BC, CNE, FAAN

5 Communication Habits of Highly Effective Nurse Leaders

Nurse leadership is most often experienced through everyday communication, including how expectations are clarified, how feedback is given, and how concerns are addressed in professional settings.

Across practice, education, and governance roles, communication behaviors consistently emerge as defining characteristics of effective nurse leaders.

Relational leadership in nursing is often reflected in everyday communication behaviors. In the ALSN on-demand webinar, State of the Science of Relational Leadership , Dr. K. David Bailey, PhD, MSN, MBA, RN, CCRN-K, NEA-BC, FACHE described relational leadership through traits such as effective communication, being trustworthy, collaborative, empathetic, and flexible and open to dialogue.

Together, these leadership concepts can be observed in everyday practice. The following five communication habits represent behaviors commonly associated with effective nurse leaders.

1. Effective Nurse Leaders Listen Before They Intervene

For many nurses, leadership is defined by how leaders communicate in day-to-day situations. In the ALSN on-demand webinar, Human-Centered Leadership in Healthcare: Evolution of a Revolution , presenters described interviews with nurses across roles from bedside to executive leadership. Participants were asked to: “describe a leader… who you would follow to the end of the earth - what was it about that nurse leader that made you feel that way?” The responses were not about authority or expertise. They centered on how leaders listened, understood concerns, and responded thoughtfully before acting.

Listening allows nurse leaders to understand workflow realities, staff concerns, and patient care barriers before introducing solutions. When leaders respond without first understanding the situation, teams may comply, but engagement and trust are weaker.

In relational and human-centered leadership models, listening is not passive. It is how leaders gather context, interpret team needs, and make decisions that staff believe are informed rather than imposed.

2. Effective Nurse Leaders Clarify Context, Not Just Instructions

Healthcare settings require staff to make decisions quickly and often independently. Nurse leaders support this by communicating purpose, not only direction.

In the ALSN on-demand webinar Authentic Nurse Leadership Practice , Rosanne Raso, DNP, RN, NEA-BC, FAAN, FAONL described one component of authentic leadership as “balanced processing means listening, taking input, being open.”

When nurse leaders explain the reasoning behind decisions, staff understand priorities and can act appropriately even when the leader is not present. Clear context improves decision-making, reduces rework, and helps teams connect daily tasks to broader patient care goals.

3. Effective Nurse Leaders Maintain Ongoing Feedback Conversations

Ongoing communication about performance and development is a routine part of effective nurse leadership.

In relational leadership models, development and empowerment are central processes. Rosanne Raso, DNP, RN, NEA-BC, FAAN, described leadership empowerment as “focusing on building people’s strengths and growth and development.”

Leadership communication includes everyday coaching, recognition, and correction that help staff improve their practice.

Ongoing feedback reinforces safe practice, supports learning, and helps address small issues before they become significant problems. When communication about performance is consistent and expected, teams are more likely to engage in continuous improvement and professional growth.

For more on this nurse leadership topic, visit ALSN’s On-Demand Webinar library and watch: Authentic Nurse Leadership Practice .

4. Effective Nurse Leaders Create Psychological Safety Through Dialogue

In daily practice, leadership is experienced through conversation. How nurse leaders respond to questions, concerns, and uncertainty shapes whether staff feel comfortable speaking up.

In the ALSN on-demand webinar, Human-Centered Leadership in Healthcare: Evolution of a Revolution , Dr. Lucy Leclerc, PhD, RN, NPD-BC aptly noted that healthcare professionals “signed up to work with people every day, for 24 hours a day, 365 days a year… and we believe that human-centered leaders recognize the humanity in ourselves and in each other.”  This perspective emphasizes that leadership communication involves understanding people’s experiences, concerns, and reactions, not only directing tasks. Because care occurs in constantly changing situations, communication becomes a primary nurse leadership tool.

Psychological safety develops when nurses feel they can ask questions, admit uncertainty, raise concerns, and respectfully disagree without negative consequences. Leaders who listen and respond thoughtfully show that input is welcome. Over time, this builds trust and encourages earlier communication.

Open communication directly affects patient care. When staff trust leadership responses, they report risks sooner, clarify orders more often, and address problems earlier. Environments where people hesitate to speak allow issues to grow.

Through everyday dialogue, nurse leaders influence both team culture and patient safety.

5. Effective Nurse Leaders Follow Up and Follow Through

One of the most overlooked leadership behaviors is follow-up. Staff frequently raise workflow concerns, patient care barriers, and operational frustrations, but communication does not end when the concern is voiced. From the staff perspective, communication ends when they know what happened afterward.

Relational leadership discussions in ALSN on-demand webinar, State of the Science of Relational Leadership , highlights that nurse leaders often act as representatives for their teams. In the webinar, Dr. K. David Bailey (Chief Nursing Officer, UCLA Health Santa Monica Medical Center ) explains: “When I walk into a room I represent the 4,500 nurses that work in this organization… I don’t represent David… I represent the 4,500 plus people that hold the title of nurse in our system.”

Because leaders speak upward on behalf of staff, reporting back becomes part of the leadership role.

Follow-through may include sharing decisions, explaining limitations, acknowledging suggestions, or updating teams on progress. Even when a solution cannot be implemented immediately, transparency about the process demonstrates that staff concerns were heard and considered.

Over time, consistent follow-up builds trust. When staff see that raising issues leads to communication rather than silence, they are more likely to speak up early, participate in improvement efforts, and remain engaged in patient care and team functioning.

Communication Behaviors Shape Nurse Leadership

Leadership is often associated with authority or title, but in nursing it is experienced behaviorally through daily interactions.

Across leadership models, similar relational behaviors appear consistently: listening, clarity, dialogue, feedback, and trust-building communication. These are not personality traits. They are professional communication practices that can be learned and developed.

Effective nurse leaders communicate in ways that help teams understand expectations, feel safe speaking up, and stay connected to the purpose of care. Over time, these everyday behaviors influence workplace culture, staff engagement, and ultimately patient outcomes.

Further Learning: Additional nurse leadership development topics are available in the ALSN On-Demand Webinar Library: https://alsn.info/On-Demand-Webinars

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

This month's ALSN Member Spotlight features Ryan Chan, PhD(c), MScN, RN -  an Assistant Professor (Teaching Scholar) at the Arthur Labatt Family School of Nursing, University of Western Ontario in London, Canada. He currently serves as Faculty Lead for Simulated Education in the undergraduate nursing program and teaches nursing informatics in both the undergraduate and graduate nursing programs. Given the potential value of his recent work related to Artificial Intelligence in nursing education, Ryan was recently named as one of the AMS Healthcare Fellows in Compassion and Artificial Intelligence, an honor awarded by Associated Medical Services, a Canadian organization that advances healthcare innovation and compassionate care.

Ryan is currently completing his doctoral studies under the supervision of Dr. Richard Booth and will soon defend his dissertation, which is focused on exploring the influence of machine learning–decision support systems on nurses’ clinical decision-making process. Further, Ryan’s research and scholarly interests include digital health, nursing informatics, and nursing leadership in health services delivery. His research explores how emerging technologies shape healthcare delivery, highlighting their effect on patient care and leadership practices. Given the deep interconnection between technology and leadership, his work emphasizes that technology-enabled care requires strong leadership to guide adoption and innovation.

Leadership is central to Ryan’s professional development and career trajectory to date, where he continues to contribute and give back to the nursing profession through his active involvement in leadership roles locally and nationally. Specifically, Ryan currently serves as President of the Canadian Nursing Informatics Association. “During my tenure as President, I am committed to connecting the digital health and leadership communities to promote and advance the collective voice for nurses to shape and influence technology‑enabled care,” he notes. Locally, Ryan is completing his second term as President of the Iota Omicron Chapter of Sigma Theta Tau International.

In 2024, Ryan joined ALSN as the Canadian representative in the International Ambassador Program. "I am incredibly honored and humbled to be part of this incredible organization, and to be part of the inaugural group of ambassadors. I am thrilled to connect with and be part of a global network of nurse leaders and scholars to advance leadership science in nursing," he shares.

As an emerging nursing scholar, Ryan exemplifies leadership and scholarship in action. Through his teaching, scholarship, and service contributions, Ryan demonstrates the significant value and potential nurses bring to positively influencing practice, education, and policy. His work highlights the diverse ways in which nursing leaders are shaping the future of healthcare at the intersection of technology and leadership.

If you would like to connect with nurse leaders like Ryan and be part of this community, learn more about ALSN membership at: ALSN.info/Membership

The December Spotlight is Dr. Cori Heier, PhD, RN, CNE, CHSE, NE-BC an Assistant Professor, Director of Educational Innovation, and Director of the Faculty Academy at the University of Alabama at Birmingham School of Nursing (UABSON). She earned her BSN from South Dakota State University, her MSN in nursing leadership and organizational management from American Sentinel University (now Post University), and her PhD in nursing with an emphasis in nursing education from the University of Kansas. Cori has achieved certification as a nurse educator, healthcare simulation educator, and nurse executive. Her research interests include nursing education and nursing leadership.

Tell us about your background.

Cori began practicing as a nurse in 2013 and worked in a variety of specialties including the operating room, emergency room, urology, and spine care. After pursuing a master’s degree in leadership and organizational management, she began teaching in an undergraduate nursing program and fell in love with nursing education and finding ways to incorporate active learning and brain science strategies used to enhance learning. During her nursing PhD education, she met the current ALSN President, Heather Nelson-Brantley, and was encouraged to join ALSN!

What other Roles have you had in Nursing?

In addition to her UAB roles, Cori serves on the ALSN board as the Secretary and the liaison for the Bylaws, Policies, and Procedures Committee. She is also an active member of the Research Committee.

How did you learn about ALSN?

Our current ALSN President, Heather Nelson-Brantley, was Cori’s dissertation chair and encouraged her to join ALSN because of her research interests in academic nurse leadership.

What is your message to new ALSN members?

Be engaged! The best way to do that is to get plugged into a committee. Each committee is doing such great work. Enjoy the wealth of knowledge of our members and join us at conferences to make meaningful connections. Although it can be intimidating to reach out, everyone here wants to meet you and watch you succeed!

What are you most challenged with?

Cori’s biggest challenge is juggling all of life’s demands. In addition to her many professional roles, she is also a mom of 4 busy kids!

Tell us about yourself….

Cori is a South Dakota native who moved to Alabama in 2024. Her and her husband have 4 kids who keep them busy with dance, hockey, and gymnastics. In her spare time (that doesn’t really exist), Cori enjoys reading and playing games with her family.

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

Author: Edmund Walsh, PhD(c), MScN, RN
Chair, ALSN Mentorship Program

The ALSN Mentorship Program connects emerging and established nurse leaders across practice and academia. Below is a brief overview of how the program began, how matching works, and how to join the 2026 cohort.

Origins 

Discussions about developing a mentorship program as part of ALSN began in 2020, initially to meet the needs of members transitioning from practice to academia. The idea gained traction, and in 2022, a task force was established to develop the ALSN Mentorship Program as an initiative of the Membership Committee.

Under the leadership of task force chair Dr. Shelly Fischer, with support from members Dr. Diane Andrews and Dr. Ana Stoehr, the purpose of the program expanded. It became clear that there was broader demand for leadership mentorship beyond the transition from practice to academia. By the launch of the initial cohort in 2023, the program was offered to emerging leaders and established leaders in practice and academia.
Those transitioning into their first or a new leadership role were encouraged to participate. Whether a graduate student planning their next career step or a mid-career leader seeking mentorship on a complex project from a senior leader, participants could be paired with a mentor suited to their goals. We are excited to have our third cohort begin next month.

Our Why 

As an organization dedicated to advancing nursing leadership science, ALSN is uniquely positioned to facilitate leadership mentorship. Furthermore, it helps the Membership Committee fulfill its mandate to increase the value of ALSN membership. We are fortunate to have members with wide-ranging experiences and expertise, who can make a significant impact on nursing leadership science by mentoring others.

New employees may feel hesitant to fully engage with mentors in their workplace. The ALSN program provides mentorship outside of one’s employment organization, offering a more objective and neutral space where participants can discuss challenges openly. At the same time, workplace mentorship opportunities are sometimes short-lived. However, the ALSN program offers a sustained experience and allows participants to register again in subsequent years.

The Program

Each year at the international conference, we open a call for interest in being mentored or serving as a mentor for the following calendar year. The program is a member benefit at no extra cost for mentees. Without our extraordinary mentors, the program could not exist. We deeply appreciate the mentors who make time for mentees despite busy work lives and competing priorities.

Our mentor-mentee matching process involves mentees completing a detailed survey about their goals, professional interests, and employment. The Mentorship Program Committee carefully reviews this information and compares it with available mentors, sometimes reaching out to additional members to ensure the best match. Once a mentee fit is proposed and agreed upon by the mentor, introductions are made by email.

The program is grounded in theory, drawing on Benner’s Novice to Expert Theory and Duchscher’s Theory of Transition Shock. We host a one-hour orientation session on Zoom to explain program guidelines and share tools, including the Mentor/Mentee Partnership Agreement and the Mentee Action Plan template. From there, the program is driven by the mentor and mentee. Each pair can tailor their experience, including meeting frequency, duration, and recordkeeping. The committee helps if challenges arise and also evaluates and aims to improve the program each year.

What We’ve Heard

The program has been well-received by ALSN members. While acknowledging that the sample size is limited and some mentor-mentee relationships do not work out, 2025 program evaluation data present a positive picture. On a scale from 1 (strongly dissatisfied) to 7 (strongly satisfied), the average response to “Your overall satisfaction with the ALSN Mentorship Program” was 6.15. Similarly, most participants responded agree or strongly agree to the statements: “I would recommend the ALSN Mentorship Program to others” and “The ALSN Mentorship Program adds value to ALSN membership.”

A recent mentee shared: “[My mentor] provided not only expertise in executive leadership and healthcare strategy but also created a space for reflection, honest feedback, and growth. I particularly valued her guidance on improving professional communication, coaching on navigating complex leadership challenges, and recommendations for leadership readings … [which] allowed me to build confidence in my decision-making, refine my leadership presence, and take deliberate steps toward my professional goals.”

Mentees are not the only ones benefiting from the program. Mentors report enjoying networking with a new colleague and forming lasting friendships.

Join Us 

If you are interested in being part of the 2026 cohort, either as a mentor or mentee, please contact us at membership@alsn.email  by January 31.

From the early days of her career, Paige realized the pivotal role nursing leadership held in driving compassionate, high-quality and value-driven patient care, especially in independent, rural, community health systems. With a commitment to lifelong learning and professional growth, she has risen through the ranks of nursing leadership at Memorial Health System from Clinical Nurse Manager to her current role as Vice President of Patient Care Services and Chief Nurse Executive at Memorial Health System in Marietta OH “My interest in nursing leadership stems from the belief that while the role of frontline nurses is to take great care of our patients, a leaders role is to take great care of our staff.

Over the years, Paige has grown as a nursing leader, having learned from each experience and the wonderful mentors whom have supported her professional growth over the years. In her current role, she has not only had responsibility for overseeing strategic operations, managing multidisciplinary teams and ensuring both clinical and operational excellence, but has had the rare opportunity to be part of her rural healthcare system’s expansion as they have built free-standing emergency departments and are currently building a brand new Women and Children’s Hospital in the southeast corner of Ohio.

 In spite of the challenges facing healthcare, ask Paige about the future of nursing leadership, and she’ll tell you it looks BRIGHT! “The future of nursing leadership and healthcare is poised for transformative advancements, driven by innovation, technology, and a renewed focus on holistic care. Nursing leaders are poised to play an important in the use of artificial intelligence (AI), predictive analytics, and remote monitoring tools to enhance patient care and staff efficiency. While these technologies support clinicians by streamlining workflows and improving decision-making processes nurse leaders have to make sure frontline nurses are not overburdened and have user-friendly tools. By practicing to the full extent of their education and training, pursuing higher levels of education, and engaging in leadership roles, nurses can drive meaningful changes in healthcare delivery and policy.”

The advice Paige always has for early career nurse leaders; approach your role with a commitment to continuous growth and a commitment to understand all facets of healthcare, especially the business side of things. “It’s essential to know healthcare finance inside and out—your ability to lead effectively hinges on your understanding of how resources impact care delivery. Be visible and accessible to your teams; leadership isn’t always about meetings—it’s often about being present, listening, and engaging through intentional walk-arounds. Surround yourself with subject matter experts who complement your skills, especially in areas where you’re not the expert. Invest in building a high-performing team by prioritizing their development along with your own. Never stop learning—pursue advanced education, value specialty certifications, and model the behaviors you want to see. Above all, lead by example; integrity, humility, and a relentless focus on quality care are the hallmarks of lasting leadership.”

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

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