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    Remember to add activity corresponding to the DNP essential and in the note the AONE **files (1)** – ## AONEcompetences3.pdf **## AONEcompetences3.pdf** COMMUNICATION KNOWLEDGE LEADERSHIP PROFESSIONALISM BUSINESS SKILLS Nurse Executive Competencies 2 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AON…

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    Remember to add activity corresponding to the DNP essential and in the note the AONE

    **files (1)**

    – ## AONEcompetences3.pdf

    **## AONEcompetences3.pdf**

    COMMUNICATION

    KNOWLEDGE

    LEADERSHIP

    PROFESSIONALISM

    BUSINESS SKILLS

    Nurse Executive
    Competencies

    2 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    Suggested APA Citation: AONE, AONL. (2015). AONL Nurse Executive Competencies. Chicago, IL: AONE, AONL.

    Accessed at: www.aonl.org

    Accessible at: www.aonl.org/competencies

    Contact: aonl@aha.org or (312) 422-2800

    © 2015 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.

    [http://www.aonl.org](http://www.aonl.org/)

    [http://www.aonl.org/competencies](http://www.aonl.org/competencies)

    [mailto:aonl%40aha.org?subject=](mailto:aonl%40aha.org?subject=)

    [http://www.aonl.org](http://www.aonl.org/)

    [mailto:aonl%40aha.org?subject=](mailto:aonl%40aha.org?subject=)

    3 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    Nurse Leaders in executive practice set

    the vision for nursing practice in the

    delivery of safe, timely, efficient, equitable

    and patient-centered care. Working within

    a collaborative and interprofessional

    environment, the nurse in executive

    practice is influential in improving the

    patient experience of care (including quality

    and satisfaction), improving the health of

    populations and reducing the per capita cost

    of health care.

    The AONL Nurse Executive Competencies

    detail the skills knowledge and abilities that

    guide the practice of nurse leaders in executive

    practice regardless of their educational

    level, title or setting. The competencies are

    captured in a model developed in 2004 by the

    Healthcare Leadership Alliance1 that identify

    the common core set of competency domains

    for health care leadership: communication

    and relationship management; knowledge

    of the health care environment; leadership;

    professionalism; business skills and principles.

    OVERVIEW

    1 Members include the American Organization for Nursing Leadership, The American College of Healthcare Executives, American Association for
    Physician Leadership, Healthcare Financial Management Association, Healthcare Information and Management Systems Society, and Medical
    Group Management Association.

    Reliability and validity for the AONL Nurse Executive Competencies is established by periodic job analysis/role delineation studies. These
    competencies are based on A National Practice Analysis Study of the Nurse Executive (2014).

    4 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. EFFECTIVE COMMUNICATION

    � Make oral presentations to diverse
    audiences on:

    » Nursing

    » Health care topics

    » Organizational issues

    � Produce written materials for diverse
    audiences on:

    » Nursing

    » Health care topics

    » Organizational issues

    � Facilitate group discussions

    � Demonstrate skill in interpersonal
    communication

    B. RELATIONSHIP MANAGEMENT

    � Build collaborative relationships

    � Exhibit effective conflict resolution skills

    � Create a trusting environment by:

    » Following through on promises and
    concerns

    » Establishing mechanisms to follow-up on
    commitments

    » Balancing the concerns of individuals with
    organizational goals and objectives

    » Engaging staff and others in decision-
    making

    » Communicating in a way as to maintain
    credibility and relationships

    C. INFLUENCING BEHAVIORS

    � Assert views in non-threatening, non-
    judgmental ways

    � Create a shared vision

    � Facilitate consensus building

    � Inspire desired behaviors and manage
    undesired behaviors

    � Achieve outcomes through engagement of
    stakeholders

    � Promote decisions that are patient-centered

    � Apply situational leadership skills

    D. DIVERSITY

    � Establish an environment that values
    diversity (e.g. age, gender, race, religion,
    ethnicity, sexual orientation, culture)

    � Establish cultural competency in the
    workforce

    � Incorporate cultural beliefs into care delivery

    � Provide an environment conducive to
    opinion sharing, exploration of ideas and
    achievement of outcomes

    E. COMMUNITY INVOLVEMENT

    � Represent the organization to non-health
    care constituents within the community

    � Serve as a resource to community and
    business leaders regarding nursing and
    health care

    � Represent the community perspective in
    the decision-making process within the
    organization/system

    � Represent nursing to the media

    � Serve on community-based boards, advisory
    groups, and task forces

    F. MEDICAL/STAFF RELATIONSHIPS

    � Build credibility with physicians as a
    champion for patient care, quality and the
    professional practice of nursing

    � Confront and address inappropriate or
    disruptive behavior towards patients
    and staff

    � Represent nursing at medical executive
    committee and other department/medical
    staff committees

    COMMUNICATION AND
    RELATIONSHIP BUILDING1

    5 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    � Collaborate with medical staff leaders and
    other disciplines in determining needed
    patient care service lines

    � Collaborate with physicians and other
    disciplines to develop patient care protocols,
    policies and procedures

    � Collaborate to determine patient care
    equipment and facility needs

    � Use medical staff mechanisms to address
    physician clinical performance issues

    � Address and model appropriate conflict
    resolution

    � Create opportunities for physicians and
    nurses to engage in professional dialogue

    G. ACADEMIC RELATIONSHIPS

    � Determine current and future supply and
    demand for nurses to meet the care delivery
    needs

    � Identify educational needs of existing and
    potential nursing staff

    � Collaborate with nursing programs to
    provide required resources

    � Collaborate with nursing programs in
    evaluating quality of graduating clinicians
    and develop mechanisms to enhance this
    quality

    � Serve on academic advisory councils

    � Collaborate in nursing research and translate
    evidence into practice

    � Collaborate to investigate care delivery
    models across the continuum

    � Create academic partnerships to ensure a
    qualified workforce for the future

    COMMUNICATION AND RELATIONSHIP BUILDING1

    6 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. CLINICAL PRACTICE KNOWLEDGE

    � Demonstrate knowledge of current nursing
    practice and the roles and functions of
    patient care team members

    � Communicate patient care standards as
    established by accreditation, regulatory and
    quality agencies

    � Ensure compliance with the State Nurse
    Practice Act, State Board of Nursing
    regulations, state and federal regulatory
    agency standards, federal labor standards
    and policies of the organization

    � Adhere to professional association
    standards of nursing practice

    � Ensure that written organizational clinical
    policies and procedures are reviewed and
    updated in accordance with evidence-based
    practice

    � Integrate bioethical and legal dimensions
    into clinical and management
    decision-making

    � Ensure protection of human subject rights
    and safety in clinical research

    B. DELIVERY MODELS / WORK DESIGN

    � Demonstrate current knowledge of patient
    care delivery systems across the continuum

    � Describe various delivery systems and age-
    appropriate patient care models and the
    advantages/disadvantages of each

    � Assess the effectiveness of delivery models

    � Develop new delivery models

    � Participate in the design of facilities

    C. HEALTH CARE ECONOMICS AND POLICY

    � Understand regulation and payment issues
    that affect an organization’s finances

    � Describe individual organization’s payer mix,
    CMI and benchmark database

    � Align care delivery models and staff
    performance with key safety and economic
    drivers (e.g., value-based purchasing,
    bundled payment)

    � Take action when opportunities exist to
    adjust operations to respond effectively
    to environmental changes in economic
    elements

    � Use knowledge of federal and state laws
    and regulations that affect the provision of
    patient care (e.g., tort reform, malpractice/
    negligence, reimbursement)

    � Participate in legislative process on health
    care issues through such mechanisms as
    membership in professional organization
    and personal contact with officials

    � Educate patient care team members on the
    legislative process, the regulatory process
    and methods for influencing both

    � Interpret impact of legislation at the state
    and federal level on nursing and health care
    organizations

    D. GOVERNANCE

    � Use knowledge of the role of the governing
    body of the organization in the following
    areas:

    » Fiduciary responsibilities

    » Credentialing

    » Performance management

    � Represent patient care issues to the
    governing body

    � Participate in strategic planning and quality
    initiatives with the governing body

    � Interact with and educate the organization’s
    board members regarding health care and
    the value of nursing care

    � Represent nursing at the organization’s
    board meetings

    � Represent other disciplines at the
    organization’s board meetings

    KNOWLEDGE OF THE HEALTH
    CARE ENVIRONMENT2

    7 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    E. EVIDENCE-BASED PRACTICE/OUTCOME
    MEASUREMENT AND RESEARCH

    � Use data and other sources of evidence to
    inform decision making

    � Use evidence for establishment of
    standards, practices and patient care models
    in the organization

    � Design feedback mechanisms by which to
    adapt practice based upon outcomes from
    current processes

    � Design and interpret outcome measures

    � Disseminate research findings to patient
    care team members

    � Allocate nursing resources based on
    measurement of patient acuity/care needed

    � Monitor and address nurse sensitive
    outcomes and satisfaction indicators

    F. PATIENT SAFETY

    � Support the development of an
    organization-wide patient safety program

    � Use knowledge of patient safety science
    (e.g., human factors, complex adaptive
    systems, LEAN and Six Sigma)

    � Monitor clinical activities to identify both
    expected and unexpected risks

    � Support a Just Culture (non-punitive)
    reporting environment, supporting a reward
    system for identifying unsafe practices

    � Support safety surveys, responding and
    acting on safety recommendations

    � Lead/facilitate performance improvement
    teams to improve systems/processes that
    enhance patient safety

    G. PERFORMANCE IMPROVEMENT/METRICS

    � Articulate the organization’s performance
    improvement program and goals

    � Use evidence-based metrics to align patient
    outcomes with the organization’s goals and
    objectives

    � Apply high reliability concepts for the
    organization

    � Establish quality metrics by

    » Identifying the problem/process

    » Measuring success at improving specific
    areas of patient care

    » Analyzing the root causes or variation
    from quality standards

    » Improving the process with the evidence

    » Controlling solutions and sustaining
    success

    H. RISK MANAGEMENT

    � Identify areas of risk/liability

    � Facilitate staff education on risk
    management and compliance issues

    � Develop systems that result in prompt
    reporting of potential liability by staff at all
    levels

    � Identify early warning predictability
    indications for errors

    � Correct areas of potential liability

    � Ensure compliance by staff with all required
    standards

    KNOWLEDGE OF THE HEALTH CARE ENVIRONMENT2

    8 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. FOUNDATIONAL THINKING SKILLS

    � Address ideas, beliefs or viewpoints that
    should be given serious consideration

    � Recognize one’s own method of decision
    making and the role of beliefs, values and
    inferences

    � Apply critical analysis to organizational
    issues after a review of the evidence

    � Maintain curiosity and an eagerness to
    explore new knowledge and ideas

    � Promote nursing leadership as both a
    science and an art

    � Demonstrate reflective practice and an
    understanding that all leadership begins
    from within

    � Provide visionary thinking on issues that
    impact the health care organization

    B. PERSONAL JOURNEY DISCIPLINES

    � Learn from setbacks and failures as well
    as successes

    C. SYSTEMS THINKING

    � Use knowledge of classic and contemporary
    systems thinking in problem solving and
    decision making

    � Provide visionary thinking on issues that
    impact the healthcare organization

    � Recognize the contribution of mental
    models on behavior

    � Promote systems thinking as an expectation
    of leaders and staff

    � Consider the impact of nursing decisions on
    the healthcare organization as a whole

    � Use resources from other paradigms

    D. SUCCESSION PLANNING

    � Develop a leadership succession plan

    � Promote nursing leadership as a desirable
    specialty

    � Mentor current and future nurse leaders

    � Establish mechanisms that provide for early
    identification and mentoring of staff with
    leadership potential

    � Develop a workforce analysis plan and
    implement strategies to ensure an adequate
    and qualified workforce

    E. CHANGE MANAGEMENT

    � Adapt leadership style to situation needs

    � Use change theory to implement change

    � Serve as a change leader

    LEADERSHIP3

    9 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. PERSONAL AND PROFESSIONAL
    ACCOUNTABILITY

    � Hold self and others accountable for mutual
    professional expectations and outcomes

    � Contribute to the advancement of the
    profession

    � Participate in and contribute to professional
    organizations

    � Demonstrate and promote leader and staff
    participation in professional organizations

    � Promote leader and staff participation
    in lifelong learning and educational
    achievement

    � Achieve and maintain professional
    certification for self

    � Promote professional certification for staff

    � Role model standards of professional
    practice (clinical, educational and leadership)
    for colleagues and constituents

    B. CAREER PLANNING

    � Coach others in developing their own career
    plans

    � Seek input and mentorship from others in
    career planning and development

    � Develop a personal and professional career
    plan and measure progress

    � Solicit feedback about personal strengths
    and weaknesses

    � Act on feedback about personal strengths
    and weaknesses

    C. ETHICS

    � Uphold ethical principles and corporate
    compliance standards

    � Hold self and staff accountable to comply
    with ethical standards of practice

    � Discuss, resolve and learn from ethical
    dilemmas

    D. ADVOCACY

    � Promote clinical perspective in
    organizational decisions

    � Involve nurses and other staff in decisions
    that affect their practice

    � Represent the perspective of patients and
    families

    � Advocate for optimal health care in the
    community

    PROFESSIONALISM4

    10 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. FINANCIAL MANAGEMENT

    � Develop and manage an annual operating
    budget and long-term capital expenditure
    plan

    � Use business models for health care
    organizations and apply fundamental
    concepts of economics

    � Interpret financial statements

    � Manage financial resources

    � Ensure the use of accurate charging
    mechanisms

    � Educate patient care team members
    on financial implications of patient care
    decisions

    � Participate in the negotiation and monitoring
    of contract compliance (e.g., physicians,
    service providers)

    B. HUMAN RESOURCE MANAGEMENT

    � Ensure development of educational
    programs to foster workforce competencies
    and development goals

    � Participate in workforce planning and
    employment decisions

    � Use corrective discipline to mitigate
    workplace behavior problems

    � Evaluate the results of employee
    satisfaction/quality of work environment
    surveys

    � Support reward and recognition programs to
    enhance performance

    � Formulate programs to enhance work-life
    balance

    � Interpret and ensure compliance with legal
    and regulatory guidelines

    � Provide education regarding components of
    collective bargaining

    � Promote healthful work environments

    � Address sexual harassment, workplace

    violence, verbal and physical abuse

    � Implement ergonomically sound work
    environments to prevent worker injury and
    fatigue

    � Develop and implement emergency
    preparedness plans

    � Analyze market data in relation to supply
    and demand

    � Contribute to the development of
    compensation programs

    � Develop and evaluate recruitment,
    onboarding, and retention strategies

    � Develop and implement an outcome-based
    performance management program

    � Develop and implement programs to re-
    educate the workforce for new roles

    C. STRATEGIC MANAGEMENT

    � Create the operational objectives, goals and
    specific strategies required to achieve the
    strategic outcome

    � Conduct SWOT and Gap analyses

    � Defend the business case for nursing

    � Utilize the balanced scorecard analysis to
    manage change

    � Evaluate achievement of operational
    objectives and goals

    � Identify marketing opportunities

    � Develop marketing strategies in
    collaboration with marketing experts

    � Promote the image of nursing and the
    organization through effective media
    relations

    BUSINESS SKILLS5

    11 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    D. INFORMATION MANAGEMENT
    AND TECHNOLOGY

    � Use technology to support improvement of
    clinical and financial performance

    � Collaborate to prioritize for the
    establishment of information technology
    resources

    � Participate in evaluation of enabling
    technology in practice settings

    � Use data management systems for decision
    making

    � Identify technological trends, issues and
    new developments as they apply to
    patient care

    � Demonstrate skills in assessing data
    integrity and quality

    � Provide leadership for the adoption and
    implementation of information systems

    BUSINESS SKILLS5

    – AONL Nurse Executive Competencies
    – Overview
    – 1. Communication
    – 2. Knowledge
    – 3. Leadership
    – 4. Professionalism
    – 5. Business Skills

    **## AONEcompetences3.pdf**

    COMMUNICATION

    KNOWLEDGE

    LEADERSHIP

    PROFESSIONALISM

    BUSINESS SKILLS

    Nurse Executive
    Competencies

    2 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    Suggested APA Citation: AONE, AONL. (2015). AONL Nurse Executive Competencies. Chicago, IL: AONE, AONL.

    Accessed at: www.aonl.org

    Accessible at: www.aonl.org/competencies

    Contact: aonl@aha.org or (312) 422-2800

    © 2015 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.

    [http://www.aonl.org](http://www.aonl.org/)

    [http://www.aonl.org/competencies](http://www.aonl.org/competencies)

    [mailto:aonl%40aha.org?subject=](mailto:aonl%40aha.org?subject=)

    [http://www.aonl.org](http://www.aonl.org/)

    [mailto:aonl%40aha.org?subject=](mailto:aonl%40aha.org?subject=)

    3 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    Nurse Leaders in executive practice set

    the vision for nursing practice in the

    delivery of safe, timely, efficient, equitable

    and patient-centered care. Working within

    a collaborative and interprofessional

    environment, the nurse in executive

    practice is influential in improving the

    patient experience of care (including quality

    and satisfaction), improving the health of

    populations and reducing the per capita cost

    of health care.

    The AONL Nurse Executive Competencies

    detail the skills knowledge and abilities that

    guide the practice of nurse leaders in executive

    practice regardless of their educational

    level, title or setting. The competencies are

    captured in a model developed in 2004 by the

    Healthcare Leadership Alliance1 that identify

    the common core set of competency domains

    for health care leadership: communication

    and relationship management; knowledge

    of the health care environment; leadership;

    professionalism; business skills and principles.

    OVERVIEW

    1 Members include the American Organization for Nursing Leadership, The American College of Healthcare Executives, American Association for
    Physician Leadership, Healthcare Financial Management Association, Healthcare Information and Management Systems Society, and Medical
    Group Management Association.

    Reliability and validity for the AONL Nurse Executive Competencies is established by periodic job analysis/role delineation studies. These
    competencies are based on A National Practice Analysis Study of the Nurse Executive (2014).

    4 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. EFFECTIVE COMMUNICATION

    � Make oral presentations to diverse
    audiences on:

    » Nursing

    » Health care topics

    » Organizational issues

    � Produce written materials for diverse
    audiences on:

    » Nursing

    » Health care topics

    » Organizational issues

    � Facilitate group discussions

    � Demonstrate skill in interpersonal
    communication

    B. RELATIONSHIP MANAGEMENT

    � Build collaborative relationships

    � Exhibit effective conflict resolution skills

    � Create a trusting environment by:

    » Following through on promises and
    concerns

    » Establishing mechanisms to follow-up on
    commitments

    » Balancing the concerns of individuals with
    organizational goals and objectives

    » Engaging staff and others in decision-
    making

    » Communicating in a way as to maintain
    credibility and relationships

    C. INFLUENCING BEHAVIORS

    � Assert views in non-threatening, non-
    judgmental ways

    � Create a shared vision

    � Facilitate consensus building

    � Inspire desired behaviors and manage
    undesired behaviors

    � Achieve outcomes through engagement of
    stakeholders

    � Promote decisions that are patient-centered

    � Apply situational leadership skills

    D. DIVERSITY

    � Establish an environment that values
    diversity (e.g. age, gender, race, religion,
    ethnicity, sexual orientation, culture)

    � Establish cultural competency in the
    workforce

    � Incorporate cultural beliefs into care delivery

    � Provide an environment conducive to
    opinion sharing, exploration of ideas and
    achievement of outcomes

    E. COMMUNITY INVOLVEMENT

    � Represent the organization to non-health
    care constituents within the community

    � Serve as a resource to community and
    business leaders regarding nursing and
    health care

    � Represent the community perspective in
    the decision-making process within the
    organization/system

    � Represent nursing to the media

    � Serve on community-based boards, advisory
    groups, and task forces

    F. MEDICAL/STAFF RELATIONSHIPS

    � Build credibility with physicians as a
    champion for patient care, quality and the
    professional practice of nursing

    � Confront and address inappropriate or
    disruptive behavior towards patients
    and staff

    � Represent nursing at medical executive
    committee and other department/medical
    staff committees

    COMMUNICATION AND
    RELATIONSHIP BUILDING1

    5 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    � Collaborate with medical staff leaders and
    other disciplines in determining needed
    patient care service lines

    � Collaborate with physicians and other
    disciplines to develop patient care protocols,
    policies and procedures

    � Collaborate to determine patient care
    equipment and facility needs

    � Use medical staff mechanisms to address
    physician clinical performance issues

    � Address and model appropriate conflict
    resolution

    � Create opportunities for physicians and
    nurses to engage in professional dialogue

    G. ACADEMIC RELATIONSHIPS

    � Determine current and future supply and
    demand for nurses to meet the care delivery
    needs

    � Identify educational needs of existing and
    potential nursing staff

    � Collaborate with nursing programs to
    provide required resources

    � Collaborate with nursing programs in
    evaluating quality of graduating clinicians
    and develop mechanisms to enhance this
    quality

    � Serve on academic advisory councils

    � Collaborate in nursing research and translate
    evidence into practice

    � Collaborate to investigate care delivery
    models across the continuum

    � Create academic partnerships to ensure a
    qualified workforce for the future

    COMMUNICATION AND RELATIONSHIP BUILDING1

    6 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. CLINICAL PRACTICE KNOWLEDGE

    � Demonstrate knowledge of current nursing
    practice and the roles and functions of
    patient care team members

    � Communicate patient care standards as
    established by accreditation, regulatory and
    quality agencies

    � Ensure compliance with the State Nurse
    Practice Act, State Board of Nursing
    regulations, state and federal regulatory
    agency standards, federal labor standards
    and policies of the organization

    � Adhere to professional association
    standards of nursing practice

    � Ensure that written organizational clinical
    policies and procedures are reviewed and
    updated in accordance with evidence-based
    practice

    � Integrate bioethical and legal dimensions
    into clinical and management
    decision-making

    � Ensure protection of human subject rights
    and safety in clinical research

    B. DELIVERY MODELS / WORK DESIGN

    � Demonstrate current knowledge of patient
    care delivery systems across the continuum

    � Describe various delivery systems and age-
    appropriate patient care models and the
    advantages/disadvantages of each

    � Assess the effectiveness of delivery models

    � Develop new delivery models

    � Participate in the design of facilities

    C. HEALTH CARE ECONOMICS AND POLICY

    � Understand regulation and payment issues
    that affect an organization’s finances

    � Describe individual organization’s payer mix,
    CMI and benchmark database

    � Align care delivery models and staff
    performance with key safety and economic
    drivers (e.g., value-based purchasing,
    bundled payment)

    � Take action when opportunities exist to
    adjust operations to respond effectively
    to environmental changes in economic
    elements

    � Use knowledge of federal and state laws
    and regulations that affect the provision of
    patient care (e.g., tort reform, malpractice/
    negligence, reimbursement)

    � Participate in legislative process on health
    care issues through such mechanisms as
    membership in professional organization
    and personal contact with officials

    � Educate patient care team members on the
    legislative process, the regulatory process
    and methods for influencing both

    � Interpret impact of legislation at the state
    and federal level on nursing and health care
    organizations

    D. GOVERNANCE

    � Use knowledge of the role of the governing
    body of the organization in the following
    areas:

    » Fiduciary responsibilities

    » Credentialing

    » Performance management

    � Represent patient care issues to the
    governing body

    � Participate in strategic planning and quality
    initiatives with the governing body

    � Interact with and educate the organization’s
    board members regarding health care and
    the value of nursing care

    � Represent nursing at the organization’s
    board meetings

    � Represent other disciplines at the
    organization’s board meetings

    KNOWLEDGE OF THE HEALTH
    CARE ENVIRONMENT2

    7 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    E. EVIDENCE-BASED PRACTICE/OUTCOME
    MEASUREMENT AND RESEARCH

    � Use data and other sources of evidence to
    inform decision making

    � Use evidence for establishment of
    standards, practices and patient care models
    in the organization

    � Design feedback mechanisms by which to
    adapt practice based upon outcomes from
    current processes

    � Design and interpret outcome measures

    � Disseminate research findings to patient
    care team members

    � Allocate nursing resources based on
    measurement of patient acuity/care needed

    � Monitor and address nurse sensitive
    outcomes and satisfaction indicators

    F. PATIENT SAFETY

    � Support the development of an
    organization-wide patient safety program

    � Use knowledge of patient safety science
    (e.g., human factors, complex adaptive
    systems, LEAN and Six Sigma)

    � Monitor clinical activities to identify both
    expected and unexpected risks

    � Support a Just Culture (non-punitive)
    reporting environment, supporting a reward
    system for identifying unsafe practices

    � Support safety surveys, responding and
    acting on safety recommendations

    � Lead/facilitate performance improvement
    teams to improve systems/processes that
    enhance patient safety

    G. PERFORMANCE IMPROVEMENT/METRICS

    � Articulate the organization’s performance
    improvement program and goals

    � Use evidence-based metrics to align patient
    outcomes with the organization’s goals and
    objectives

    � Apply high reliability concepts for the
    organization

    � Establish quality metrics by

    » Identifying the problem/process

    » Measuring success at improving specific
    areas of patient care

    » Analyzing the root causes or variation
    from quality standards

    » Improving the process with the evidence

    » Controlling solutions and sustaining
    success

    H. RISK MANAGEMENT

    � Identify areas of risk/liability

    � Facilitate staff education on risk
    management and compliance issues

    � Develop systems that result in prompt
    reporting of potential liability by staff at all
    levels

    � Identify early warning predictability
    indications for errors

    � Correct areas of potential liability

    � Ensure compliance by staff with all required
    standards

    KNOWLEDGE OF THE HEALTH CARE ENVIRONMENT2

    8 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. FOUNDATIONAL THINKING SKILLS

    � Address ideas, beliefs or viewpoints that
    should be given serious consideration

    � Recognize one’s own method of decision
    making and the role of beliefs, values and
    inferences

    � Apply critical analysis to organizational
    issues after a review of the evidence

    � Maintain curiosity and an eagerness to
    explore new knowledge and ideas

    � Promote nursing leadership as both a
    science and an art

    � Demonstrate reflective practice and an
    understanding that all leadership begins
    from within

    � Provide visionary thinking on issues that
    impact the health care organization

    B. PERSONAL JOURNEY DISCIPLINES

    � Learn from setbacks and failures as well
    as successes

    C. SYSTEMS THINKING

    � Use knowledge of classic and contemporary
    systems thinking in problem solving and
    decision making

    � Provide visionary thinking on issues that
    impact the healthcare organization

    � Recognize the contribution of mental
    models on behavior

    � Promote systems thinking as an expectation
    of leaders and staff

    � Consider the impact of nursing decisions on
    the healthcare organization as a whole

    � Use resources from other paradigms

    D. SUCCESSION PLANNING

    � Develop a leadership succession plan

    � Promote nursing leadership as a desirable
    specialty

    � Mentor current and future nurse leaders

    � Establish mechanisms that provide for early
    identification and mentoring of staff with
    leadership potential

    � Develop a workforce analysis plan and
    implement strategies to ensure an adequate
    and qualified workforce

    E. CHANGE MANAGEMENT

    � Adapt leadership style to situation needs

    � Use change theory to implement change

    � Serve as a change leader

    LEADERSHIP3

    9 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. PERSONAL AND PROFESSIONAL
    ACCOUNTABILITY

    � Hold self and others accountable for mutual
    professional expectations and outcomes

    � Contribute to the advancement of the
    profession

    � Participate in and contribute to professional
    organizations

    � Demonstrate and promote leader and staff
    participation in professional organizations

    � Promote leader and staff participation
    in lifelong learning and educational
    achievement

    � Achieve and maintain professional
    certification for self

    � Promote professional certification for staff

    � Role model standards of professional
    practice (clinical, educational and leadership)
    for colleagues and constituents

    B. CAREER PLANNING

    � Coach others in developing their own career
    plans

    � Seek input and mentorship from others in
    career planning and development

    � Develop a personal and professional career
    plan and measure progress

    � Solicit feedback about personal strengths
    and weaknesses

    � Act on feedback about personal strengths
    and weaknesses

    C. ETHICS

    � Uphold ethical principles and corporate
    compliance standards

    � Hold self and staff accountable to comply
    with ethical standards of practice

    � Discuss, resolve and learn from ethical
    dilemmas

    D. ADVOCACY

    � Promote clinical perspective in
    organizational decisions

    � Involve nurses and other staff in decisions
    that affect their practice

    � Represent the perspective of patients and
    families

    � Advocate for optimal health care in the
    community

    PROFESSIONALISM4

    10 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    A. FINANCIAL MANAGEMENT

    � Develop and manage an annual operating
    budget and long-term capital expenditure
    plan

    � Use business models for health care
    organizations and apply fundamental
    concepts of economics

    � Interpret financial statements

    � Manage financial resources

    � Ensure the use of accurate charging
    mechanisms

    � Educate patient care team members
    on financial implications of patient care
    decisions

    � Participate in the negotiation and monitoring
    of contract compliance (e.g., physicians,
    service providers)

    B. HUMAN RESOURCE MANAGEMENT

    � Ensure development of educational
    programs to foster workforce competencies
    and development goals

    � Participate in workforce planning and
    employment decisions

    � Use corrective discipline to mitigate
    workplace behavior problems

    � Evaluate the results of employee
    satisfaction/quality of work environment
    surveys

    � Support reward and recognition programs to
    enhance performance

    � Formulate programs to enhance work-life
    balance

    � Interpret and ensure compliance with legal
    and regulatory guidelines

    � Provide education regarding components of
    collective bargaining

    � Promote healthful work environments

    � Address sexual harassment, workplace

    violence, verbal and physical abuse

    � Implement ergonomically sound work
    environments to prevent worker injury and
    fatigue

    � Develop and implement emergency
    preparedness plans

    � Analyze market data in relation to supply
    and demand

    � Contribute to the development of
    compensation programs

    � Develop and evaluate recruitment,
    onboarding, and retention strategies

    � Develop and implement an outcome-based
    performance management program

    � Develop and implement programs to re-
    educate the workforce for new roles

    C. STRATEGIC MANAGEMENT

    � Create the operational objectives, goals and
    specific strategies required to achieve the
    strategic outcome

    � Conduct SWOT and Gap analyses

    � Defend the business case for nursing

    � Utilize the balanced scorecard analysis to
    manage change

    � Evaluate achievement of operational
    objectives and goals

    � Identify marketing opportunities

    � Develop marketing strategies in
    collaboration with marketing experts

    � Promote the image of nursing and the
    organization through effective media
    relations

    BUSINESS SKILLS5

    11 AONL NURSE EXECUTIVE COMPETENCIES ©2015 AONE, AONL

    D. INFORMATION MANAGEMENT
    AND TECHNOLOGY

    � Use technology to support improvement of
    clinical and financial performance

    � Collaborate to prioritize for the
    establishment of information technology
    resources

    � Participate in evaluation of enabling
    technology in practice settings

    � Use data management systems for decision
    making

    � Identify technological trends, issues and
    new developments as they apply to
    patient care

    � Demonstrate skills in assessing data
    integrity and quality

    � Provide leadership for the adoption and
    implementation of information systems

    BUSINESS SKILLS5

    – AONL Nurse Executive Competencies
    – Overview
    – 1. Communication
    – 2. Knowledge
    – 3. Leadership
    – 4. Professionalism
    – 5. Business Skills

  • [Solved] Create an hypothetical log hours 45 hours. use the information attached as guidance

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    DNP project: evaluate the effectiveness of use of antineuropathis as treatment for lumbar radiculopathy instead opioids on a 8 weeks period of time REMEMBER TO ADD AONE COMPETENCIE, DNP ESSENTIAL AND ITS RESPECTIVE ACTIVITY **DNP Project Hours Log** **You must submit a minimum of 45 DNP Project Hour…

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    Assignment Prompt & Instructions

    DNP project: evaluate the effectiveness of use of antineuropathis as treatment for lumbar radiculopathy instead opioids on a 8 weeks period of time

    REMEMBER TO ADD AONE COMPETENCIE, DNP ESSENTIAL AND ITS RESPECTIVE ACTIVITY

    **DNP Project Hours Log**

    **You must submit a minimum of 45 DNP Project Hours that you completed during this course. You can use the weekly activities of this course which are directly related to your DNP Project as hours for towards your 1000 hours total needed to successfully complete this program.**

    **The 45 hours must Submitted in order for you grade to be posted to pass this course.**

    **See Attached Files:**

    -DNP Project Hours Log Form

    -Sample Log

    – [\
    \
    DNPProjectHoursLogForm7.docx](https://www.sweetstudy.com/files/dnpprojecthourslogform7-docx "DNPProjectHoursLogForm7.docx")
    – [\
    \
    DNPProjectLogSample16.docx](https://www.sweetstudy.com/files/dnpprojectlogsample16-docx "DNPProjectLogSample16.docx")
    – [\
    \
    AllCoursesDNPProjectHoursTrackingCourseofActionDNPProgram11.docx](https://www.sweetstudy.com/files/allcoursesdnpprojecthourstrackingcourseofactiondnpprogram11-docx "AllCoursesDNPProjectHoursTrackingCourseofActionDNPProgram11.docx")
    – [\
    \
    DNP8100StructureHealthCarePolicySyllabus.pdf](https://www.sweetstudy.com/files/dnp8100structurehealthcarepolicysyllabus-pdf "DNP8100StructureHealthCarePolicySyllabus.pdf")
    – [\
    \
    UsingthePICOTFrameworkandOremsSelf-CareDeficitTheoryforaDNPProjectonLumbarRadiculopathy…..1.docx](https://www.sweetstudy.com/files/usingthepicotframeworkandoremsself-caredeficittheoryforadnpprojectonlumbarradiculopathy-1-docx-10502337 "UsingthePICOTFrameworkandOremsSelf-CareDeficitTheoryforaDNPProjectonLumbarRadiculopathy…..1.docx")
    – [\
    \
    DNP_Project_Hours_Log75000def.docx](https://www.sweetstudy.com/files/dnp-project-hours-log75000def-docx "DNP_Project_Hours_Log75000def.docx")
    – [\
    \
    DNP_Project_Hours_Log75000def.docx](https://www.sweetstudy.com/files/dnp-project-hours-log75000def-docx-10502341 "DNP_Project_Hours_Log75000def.docx")
    – [\
    \
    AONEcompetences3.pdf](https://www.sweetstudy.com/files/aonecompetences3-pdf-10502343 "AONEcompetences3.pdf")

  • [Solved] Staff Education

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    My Topic is : **Clinical Skills & Best Practices** Pain management: pharmacologic & non-pharmacologic as a new nurse – [\ \ StaffEducationPresentationRubricSp25.docx](https://www.sweetstudy.com/files/staffeducationpresentationrubricsp25-docx-10501779 "StaffEducationPresentationRubricSp25.docx") – …

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    Assignment Prompt & Instructions

    My Topic is : **Clinical Skills & Best Practices**

    Pain management: pharmacologic & non-pharmacologic as a new nurse

    – [\
    \
    StaffEducationPresentationRubricSp25.docx](https://www.sweetstudy.com/files/staffeducationpresentationrubricsp25-docx-10501779 "StaffEducationPresentationRubricSp25.docx")
    – [\
    \
    SampleAPAOutline.docx](https://www.sweetstudy.com/files/sampleapaoutline-docx "SampleAPAOutline.docx")
    – [\
    \
    StaffEducationPlanRubricSp25update.docx](https://www.sweetstudy.com/files/staffeducationplanrubricsp25update-docx-10501783 "StaffEducationPlanRubricSp25update.docx")
    – [\
    \
    StaffEduTopics.docx](https://www.sweetstudy.com/files/staffedutopics-docx "StaffEduTopics.docx")

  • [Solved] PSYCH PP

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    For this assignment, you will choose one substance or illegal drug that is prevalently being abused in our society to present to your classmates. The presentation should include the following: Title page Introduction to Substance History of Abuse Prevalence and Epidemiology in the US Risk Factors/ v…

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    Assignment Prompt & Instructions

    For this assignment, you will choose one substance or illegal drug that is prevalently being abused in our society to present to your classmates.

    The presentation should include the following:

    Title page

    Introduction to Substance

    History of Abuse

    Prevalence and Epidemiology in the US

    Risk Factors/ vulnerable populations associated with abuse of this substance

    Short-term and Long-term side effects of the substance use

    Signs and symptoms of abuse upon assessment

    Potential for overdose or use as suicide weapon of choice

    Example of a Care Plan for a patient:

    Pharmacological tx

    Non-pharmacological tx

    Patient Education

    Referral

    Follow-up

    Conclusion

    REQUIREMENTS:

    ALL SECTIONS ABOVE MUST BE MEET WITH HEADING ON TOP TO IDENTIFY EACH SECTION

    – 8 SLIDES, YOU CAN ADD SOME IMAGANES BUT MEET THE INFORMATION REQUESTED

    – THIS PP WILL BE SUBMITTED VIA TURNITIN CANT HAVE MORE THAN 10% PLAGIARISM

    – 4 SCHOLARLY REFERENCES WITHIN THE PAST 5 YEARS WITH DOI#

    – ALL SLIDES IN APA FORMAT

    -ALL SLIDES WITH SPEAKER NOTES ( MANDATORY)

    – DUE DATE FEBRUARY 23, 2026

  • [Solved] Nursing Bj edit assignment

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    bj edit assignment **files (1)** – ## annotated-ProblemStatementInstructionSheet1.docx.pdf **## annotated-ProblemStatementInstructionSheet1.docx.pdf** Herzing University, 2025 Problem Statement Worksheet NU801 Project Development and Management Herzing University Beverly Jordan 02/08/2026 Professor …

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    Assignment Prompt & Instructions

    bj edit assignment

    **files (1)**

    – ## annotated-ProblemStatementInstructionSheet1.docx.pdf

    **## annotated-ProblemStatementInstructionSheet1.docx.pdf**

    Herzing University, 2025

    Problem Statement Worksheet
    NU801 Project Development and Management
    Herzing University
    Beverly Jordan
    02/08/2026
    Professor Dr. Natasha Colvin

    Constructing a Problem Statement
    Questions Responses

    What is the
    problem?

    Many of the veterans who have been referred out of outpatient mental health
    clinics do not follow up their referrals to specialty or community-based services.
    This disjunction indicates a failure in care coordination and communication, not
    mere patient noncompliance. Lapsed referrals are a system and provider failure
    with the veterans.

    Whom does
    this
    affect?

    The problem occurs regarding veterans who receive outpatient mental health
    services and mental health providers, referral coordinators, and the Veterans
    Health Administration (VHA). Delayed or fragmented care can also affect the
    families of veterans.

    How does this
    problem make you

    feel?

    This is an issue of concern that is also morally wrong in the sense that veterans
    who seek care are usually motivated but have systemic problems like poor
    communication, no follow-ups, transportation, and complex schedules.

    When is it a
    problem?

    It arises as an issue whenever a veteran receives a referral to extra mental health
    or specialty services and fails to attend the referral because of barriers on a
    system level or the absence of follow-up services.

    Why should I care?
    Continuity of care, symptom management, and suicide prevention of veterans is
    critically dependent on referral follow-through. In the case of missing referrals,
    veterans can develop more severe mental health symptoms, overuse of the
    Emergency Department, and preventable hospital stays. Enhancing this process
    helps ensure that quality, safety, and value-based care objectives are achieved in
    the VHA system.

    How does it affect
    the customer?

    Veterans can be abandoned, frustrated, and confused with the healthcare system.
    Late or missed services may result in the exacerbation of depression,
    posttraumatic stress disorder, anxiety, and substance use, and decrease the quality
    of life and provider trust.

    Herzing University, 2025

    Draft Problem Statement

    Write the first draft of the statement describing the current state using the information you gathered.

    As per the worksheet in the problem statement, identify the gap between the current and desired states. The draft
    statement is:
    The existing referral procedures in outpatient mental health facilities fail to improve the referral process of veterans
    and lead to incomplete follow-up referrals, which result in disjointed care and inadequate mental health services. It is
    necessary to enhance referral coordination and follow-through to help veterans access timely, consistent, and
    efficient mental health care.

    **## annotated-ProblemStatementInstructionSheet1.docx.pdf**

    Herzing University, 2025

    Problem Statement Worksheet
    NU801 Project Development and Management
    Herzing University
    Beverly Jordan
    02/08/2026
    Professor Dr. Natasha Colvin

    Constructing a Problem Statement
    Questions Responses

    What is the
    problem?

    Many of the veterans who have been referred out of outpatient mental health
    clinics do not follow up their referrals to specialty or community-based services.
    This disjunction indicates a failure in care coordination and communication, not
    mere patient noncompliance. Lapsed referrals are a system and provider failure
    with the veterans.

    Whom does
    this
    affect?

    The problem occurs regarding veterans who receive outpatient mental health
    services and mental health providers, referral coordinators, and the Veterans
    Health Administration (VHA). Delayed or fragmented care can also affect the
    families of veterans.

    How does this
    problem make you

    feel?

    This is an issue of concern that is also morally wrong in the sense that veterans
    who seek care are usually motivated but have systemic problems like poor
    communication, no follow-ups, transportation, and complex schedules.

    When is it a
    problem?

    It arises as an issue whenever a veteran receives a referral to extra mental health
    or specialty services and fails to attend the referral because of barriers on a
    system level or the absence of follow-up services.

    Why should I care?
    Continuity of care, symptom management, and suicide prevention of veterans is
    critically dependent on referral follow-through. In the case of missing referrals,
    veterans can develop more severe mental health symptoms, overuse of the
    Emergency Department, and preventable hospital stays. Enhancing this process
    helps ensure that quality, safety, and value-based care objectives are achieved in
    the VHA system.

    How does it affect
    the customer?

    Veterans can be abandoned, frustrated, and confused with the healthcare system.
    Late or missed services may result in the exacerbation of depression,
    posttraumatic stress disorder, anxiety, and substance use, and decrease the quality
    of life and provider trust.

    Herzing University, 2025

    Draft Problem Statement

    Write the first draft of the statement describing the current state using the information you gathered.

    As per the worksheet in the problem statement, identify the gap between the current and desired states. The draft
    statement is:
    The existing referral procedures in outpatient mental health facilities fail to improve the referral process of veterans
    and lead to incomplete follow-up referrals, which result in disjointed care and inadequate mental health services. It is
    necessary to enhance referral coordination and follow-through to help veterans access timely, consistent, and
    efficient mental health care.

  • [Solved] LORI HCI-PP

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Each student will develop a scholarly presentation using Microsoft PowerPoint to inform peers/colleagues of **“the importance of informatics and health technologies in nursing practice”**. This presentation must be 15 slides long (not counting references and cover slide) and contain a minimum of 8 c…

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    Assignment Prompt & Instructions

    Each student will develop a scholarly presentation using Microsoft PowerPoint to inform peers/colleagues of **“the importance of informatics and health technologies in nursing practice”**.

    This presentation must be 15 slides long (not counting references and cover slide) and contain a minimum of 8 citations.

    All slides must have speaker notes

    All slides must have proper amount of information, not just 2 sentences or few bullet points , must be condensed with information

    ALL SLIDE IN APA FORMAT PLEASE

    NO MORE THAN 10% PLAGIO WILL BE SUBMITTED VIA TURNITIN

    DUE DATE FEBRUARY 21, 2026

    – [\
    \
    HCIPPRUBRIC.pdf](https://www.sweetstudy.com/files/hcipprubric-pdf-10502055 "HCIPPRUBRIC.pdf")
    – [\
    \
    HCIPPINTSTRUCTIONS.pdf](https://www.sweetstudy.com/files/hcippintstructions-pdf-10502057 "HCIPPINTSTRUCTIONS.pdf")

  • [Solved] LEADER- YULE PP

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    **Presentation Requirements:** **Slide Deck Guidelines:** – **Length:** Create a presentation with 5 **slides [title and reference slide does not count]**. – **Content Balance:** – Use minimal text on each slide—focus on key points to support your voiceover discussion. – Do not overcrowd or satura…

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    Assignment Prompt & Instructions

    **Presentation Requirements:**

    **Slide Deck Guidelines:**

    – **Length:** Create a presentation with 5 **slides [title and reference slide does not count]**.
    – **Content Balance:**
    – Use minimal text on each slide—focus on key points to support your voiceover discussion.
    – Do not overcrowd or saturate the slides with information. Each slide should serve as a visual prompt for your detailed explanations.
    – **Cover and Reference Slides:**
    – **Cover Slide:** Include your presentation title, your name, the course title, institution, and the date.
    – **Reference Slide:** At the end, include an APA-style slide that lists at least six scholarly references supporting your content.

    **Content Focus:**

    – **Strategic Insights:**
    – Present strategies that prepare nurse leaders for the changes and challenges inherent in mergers and acquisitions.

    – **Challenges Discussion:**
    – Identify and explain potential challenges leaders may encounter, and offer evidence-based solutions or recommendations.
    – Support your discussion with a minimum of six [6] scholarly references that illustrate best practices, case studies, or current research findings in healthcare leadership.

    **Formatting and Submission:**

    – **APA 7th Edition:** Ensure all content, including in-text references (if applicable) and the reference slide, adheres strictly to APA 7th Edition guidelines.
    – **Scholarly Tone:** The presentation should reflect a high academic standard by integrating evidence-based practice and critical analysis.
    – **REFERENCES Must have DOI Numbers for me to look them up- If I am unable to verify the references points will be deducted.**

    **NO MORE THAN 10% PLAGIARISM IS ACCEPTED,**

    **ALL SLIDES MUTS HAVE SPEAKER NOTES**

    **DUE DATE FREBRUARY 20, 2026**

    – [\
    \
    LEADERPPRUBRIC.pdf](https://www.sweetstudy.com/files/leaderpprubric-pdf "LEADERPPRUBRIC.pdf")

  • [Solved] LEADER-LORI PP

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    **Presentation Requirements:Slide Deck Guidelines:** – **Length:** Create a presentation with 5 **slides [title and reference slide does not count]**. – **Content Balance:** – Use minimal text on each slide—focus on key points to support your voiceover discussion. – Do not overcrowd or saturate th…

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    Assignment Prompt & Instructions

    **Presentation Requirements:Slide Deck Guidelines:**

    – **Length:** Create a presentation with 5 **slides [title and reference slide does not count]**.
    – **Content Balance:**
    – Use minimal text on each slide—focus on key points to support your voiceover discussion.
    – Do not overcrowd or saturate the slides with information. Each slide should serve as a visual prompt for your detailed explanations.
    – **Cover and Reference Slides:**
    – **Cover Slide:** Include your presentation title, your name, the course title, institution, and the date.
    – **Reference Slide:** At the end, include an APA-style slide that lists at least six scholarly references supporting your content.

    **Content Focus:**

    – **Strategic Insights:**
    – Present strategies that prepare nurse leaders for the changes and challenges inherent in mergers and acquisitions.
    – **Challenges Discussion:**
    – Identify and explain potential challenges leaders may encounter, and offer evidence-based solutions or recommendations.
    – Support your discussion with a minimum of six [6] scholarly references that illustrate best practices, case studies, or current research findings in healthcare leadership.

    **Formatting and Submission:**

    – **APA 7th Edition:** Ensure all content, including in-text references (if applicable) and the reference slide, adheres strictly to APA 7th Edition guidelines.
    – **Scholarly Tone:** The presentation should reflect a high academic standard by integrating evidence-based practice and critical analysis.
    – **REFERENCES Must have DOI Numbers for me to look them up- If I am unable to verify the references points will be deducted.**

    **NO MORE THAN 10% PLAGIARISM IS ACCEPTED,ALL SLIDES MUTS HAVE SPEAKER NOTESDUE DATE FREBRUARY 20, 2026**

    – [\
    \
    LEADERPPRUBRIC.pdf](https://www.sweetstudy.com/files/leaderpprubric-pdf-10502063 "LEADERPPRUBRIC.pdf")

  • [Solved] YISEL PP

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    PHASE V The final submission combines the other 4 phases into one PowerPoint presentation consisting of your **Phase I, Phase II, and Phase III, Phase IV-** the PowerPoint presentation and abstract. You edit and format your PowerPoint so it will flow for the reader. Do not forget to mention the Esse…

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    Assignment Prompt & Instructions

    PHASE V

    The final submission combines the other 4 phases into one PowerPoint presentation consisting of your **Phase I, Phase II, and Phase III, Phase IV-** the PowerPoint presentation and abstract.

    You edit and format your PowerPoint so it will flow for the reader.

    Do not forget to mention the Essentials and to document limitations and implications for future research/practice.

    The presentation should also include:

    1.  15-20 slides (including the title and reference slides).

    2. Basic principles of presentation development and APA style should be applied.

    3. All sources must be from evidence-based professional websites or peer-reviewed journals to validate and support the information presented. Sources must be current (within 5 years).

    4. In-text citations should be included on each slide with information from a source. Citations should be formatted following APA. All statements originally found in scholarly references/sources must be cited in the presentation.

    5. Pictures or graphics included that are not clip art must include the website and cannot be copyright protected. Please make sure it is permissible to use any pictures included in your presentation. APA format must be followed.

    6. The presentation should be interactive, innovative, thought-provoking, interesting to the audience, and valuable.

    Pay attention to APA formatting, spelling, and grammar. Your similarity index/plagiarism score must be below 10% for your abstract. Higher scores may impact your grade.

    – [\
    \
    YISELLPHASE1A..docx](https://www.sweetstudy.com/files/yisellphase1a-docx-10502069 "YISELLPHASE1A..docx")
    – [\
    \
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