Author Affiliations: Senior Director, Leadership Development (Dr Hancock), American Organization for Nursing Leadership (AONL), Chicago, Illinois; Associate Professor and Associate Chair (Dr Catrambone) and Assistant Professor (Dr Mayer), Rush University College of Nursing, Chicago, Illinois; Nursing Excellence Liaison (Dr Mayer) and President of the Professional Nursing Staff (Ms Hoskins), Rush University Medical Center, Chicago, Illinois; Past President, Nursing Professional Governance Organization (Term for 2019-2020), RN3, Lake Street Primary Care Office, Rush Oak Park Physicians Group (Ms Chierici), and Director, Ambulatory Nursing, Nursing Practice and Magnet Performance, Department of Patient Care Services (Ms Start), Rush Oak Park Hospital, Oak Park, Illinois.
J Nurs Adm. 2021 Mar 1;51(3):117-119. doi: 10.1097/NNA.0000000000000990.
Dynamic nursing leadership and engagement of nursing at all levels are critical to effective care delivery. During the COVID-19 crisis, many organizations suspended non-COVID-related meetings, including professional governance councils where practice decisions are made. This article highlights how shared or professional governance was leveraged during this global pandemic at a large academic medical center and community hospital effectively sustaining autonomous nursing practice while responding to a rapidly changing environment and impacting quality patient care.
动态护理领导力和各级护理的参与对于有效的护理提供至关重要。在 COVID-19 危机期间，许多组织暂停了与 COVID 无关的会议，包括做出实践决策的专业治理委员会。本文重点介绍了在一家大型学术医疗中心和社区医院，共享或专业治理如何在这场全球大流行中发挥作用，在应对快速变化的环境和影响患者护理质量的同时，有效地维持自主护理实践。
