Lead Boldly in the New World of Nursing Leadership

“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” – Darwin

I’ve spent decades navigating healthcare’s front lines and advising leaders. The current healthcare environment is exceptionally volatile and demanding. The spans of control are growing coupled with workforce issues and more. A 2023 study from the American Organization for Nursing Leadership (AONL) found nurse managers overseeing spans of control averaging 60-100 direct reports—among the highest in any industry— coupled with increasingly complex care delivery, rapid advances in technology, and uncertainties in the healthcare industry. Challenges in the staff nurse pipeline persist, and nurse leaders are facing similar pressures, with turnover rates ranging from 5.8% and 25% globally.

These challenges demand action. We must move beyond outdated mindsets and adapt to the evolving healthcare landscape.

Contemporary leadership mindsets must include agility, innovation, and well-being, among others. These important themes are woven into what I’m hearing from my nurse leader colleagues and partners across the country. The top three are:

Balancing the demands of the role
Developing new leaders
Staying on top and being a part of the accelerations in technology that impact the work.

Balancing Role Demands

My team and I are helping clients cut through complex situations with a fresh, modern perspective because clinging to outdated decision-making methods won’t cut it. Even the most experienced among us are novices in the current landscape, and that’s not a flaw- it’s a call to rise. We must adapt to today’s workplace and workforce to master new leadership skills. Our teams, patients, and organizations are counting on us. I suggest starting with the timeless Maslow’s Hierarchy of Needs. You must make individual well-being, especially in the context of leading others, a priority because the stress related to the leadership role is escalating. Practicing well-being is a key competency for a successful leader.

Overburdened leader calendars were never effective, but now they’re at a breaking point. It’s time to rethink our daily behaviors. There is ample literature and national conversations on this topic, but we must commit to adopting healthy practices and strategies.

Be a “real” model versus a role model and visibly practice work/life balance.

Establish and hold firm boundaries to preserve your personal energy.
Develop a “transition from work” routine and unplug once you get home.
Find moments alone for a quiet recharge at any time during your day.
Revisit your calendar often and eliminate meetings for yourself and others, or shorten them.

Whatever your strategies, start and continue to create new habits. You will notice incremental changes in yourself and become more in tuned to addressing the well-being of your team members. Healthy (emotionally and otherwise) leaders and team members are linked to better patient outcomes and retention.

Leadership Development

One of the most important issues for senior nurse leaders is the need to grow new nurse leaders at every level, from charge nurses on up. It can’t be a tangential part of our work or a sideline priority. It has to be at the top of the list. Let me challenge you to reimagine succession planning. It’s not an uploaded 9 Box that is seldom revisited or about assigning leadership development courses, rather it’s a living and dynamic commitment.

Establish solid goals and craft deliberate growth plans for individuals and teams.
Formalize the process.
Identify leadership competency gaps, engage individuals in a growth and development path, and monitor and measure progress and outcomes.
Create a coaching culture where those with skills and talents support less experienced and emerging leaders. Set this as an expectation and hold your team members accountable.

As lifelong learners and teachers, our growth must extend beyond clinical expertise to include leadership. This is not optional, it’s imperative.

Because we need a pipeline of leaders who are ready to thrive, not ones who are just scraping by.

Technology Acceleration

Artificial Intelligence (AI) is at the forefront of today’s tech landscape, swiftly becoming part of our daily lives—both at home and at work. For many nurse leaders, the existing knowledge gap must be closed without delay. Questions that arise: what is AI? What tools and resources are available within my organization and in the market? Where are they being used and/or piloted? How will they impact nursing and the care team’s work? Read, learn, and get engaged on this topic and involve your nursing team so you have input on AI implementation.

Stay ahead by understanding how increased efficiencies can enhance nurses' work-life balance, allow more time with patients, and reduce unnecessary documentation.
Be prepared to clearly articulate how AI can improve the workplace, retention, patient experience, and outcomes, while emphasizing that it will NOT replace the essential human elements of quality patient care.
Major hospital and nursing associations are continually pushing out information on AI – make sure you are on newsletter email lists and read more than the headlines to stay informed.
Take a seat at the table where AI discussions are taking place at your organization.

Adapting to this new way of working is another essential leadership skill. Understanding the impacts of technology, current and future, must become part of your ongoing learning.

AI isn’t the future- its already here, and nurse leaders must lead the charge in shaping how it serves, not replaces human care.

Conclusion:

The stakes are high. The pace is unrelenting. And the uncertainty? It’s real. But within these challenges are opportunities. This reality demands more and different from senior leaders—starting with us. My work is about guiding you through this. As I believe and often say: great leaders aren’t born overnight, they’re forged with intent. This is nursing’s time to prove an undeniable truth once again:

Great leadership is revealed during times of uncertainty.

Succession planning is our commitment to every nurse, every shift, every patient, and every challenge ahead. It’s how we honor the profession and protect the future. It means equipping every charge nurse, manager, and director with the tools to lead—because a strong pipeline isn’t a dream. It’s a responsibility. And it’s our reality to shape.

Lori Armstrong DNP, RN NEA-BC

CEO & Chief Clinical Officer

At Inspire Nurse Leaders®, we offer healthcare-specific financial acumen ANCC accredited courses designed to help nurse leaders develop the skills they need to thrive. If you’re interested in learning more about our on-demand, live virtual, or onsite programs submit the form below. We’re here to help!