Preparing tomorrow's leaders: A review of the issues

Council on Graduate Education for Administration in Nursing, Chicago, Illinois, USA.
The Journal of nursing administration (Impact Factor: 1.27). 04/2010; 40(4):154-7. DOI: 10.1097/NNA.0b013e3181d40e14
Source: PubMed


This biannual department, sponsored by CGEAN, provides information updates to nurse leaders on educational trends, issues, and research important for effective nursing and health system administration. The CGEAN Web site can be accessed at

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    ABSTRACT: The complexity of today's health care environment requires leaders to develop a coordinated strategy to promote organizational sustainability and maintain a competitive advantage in the workplace. Strong leaders provide the backbone for successful organizations (Patterson, 2009; Squazzo, 2009). A leadership preparedness strategy focused on the development of future leaders facilitates a seamless leadership transition when planned or unexpected turnover occurs (Carriere, Muise, Cummings, & Newburn‐Cook, 2009; Jones, 2010; Squazzo, 2009). The challenge faced by executive health care leaders is the ability to manage talent effectively and meet the strategic business objectives of the health care organization by building a talent pool of future leaders (Silzer & Church, 2009). Experiential learning and relationship learning support the professional growth and development of frontline leaders. One example of a structured program, blending experiential and relationship learning for developing high potentials, is the Frontline Nursing Leadership (FNLP) program, developed and facilitated by The Advisory Board Company (TABC; 2009). Health care organizations have a responsibility to cultivate tomorrow's leaders by mitigating and neutralizing barriers to professional development and establishing a comprehensive framework for the development of high‐potential employees (Squazzo, 2009).
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