NURS 6201 – Leadership in Nursing and Healthcare

NURS 6201 – Leadership in Nursing and Healthcare

This course sets the foundational stage for the Leadership and Management specialty track. Students focus on theoretical and practical aspects of leadership and management functions in healthcare administration, and they discuss standards of practice for nursing administration. They explore a range of topics, including roles and responsibilities, quality improvements, strategic planning and management, regulations, accreditation, and information systems. Through this course, students learn the goals of the nurse leader, including ways to facilitate efficient, quality healthcare delivery to achieve excellence in patient care and services.

NURS 6201 – Leadership in Nursing and Healthcare Required Course Readings

The links are for required readings found in the Walden databases ONLY. For all other readings, see your course resources.


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Abraham, M., & Moretz, J. (2012). Implementing patient- and family-centered care: Part I—Understanding the challenges. Pediatric Nursing, 38(1), 44–47.

Auer, C., Schwendimann, R., Koch, R., De Geest, S., & Ausserhofer, D. (2014). How hospital leaders contribute to patient safety through the development of trust. Journal of Nursing Administration, 44(1), 23–29. 

Daly, R. (2014). Building blocks for organizational change. Healthcare Financial Management: Journal of the Healthcare Financial Management Association, 68(5), 68–73.

Davis, P., Milne, B., Parker, K., Hider, P., Lay-Yee, R., Cumming, J., and Graham, P. (2013). Efficiency, effectiveness, equity (E3). Evaluating hospital performance in three dimensions. Health Policy, 112, 19–27

Dekker, S. & Nyce, J. (2013). Just culture: “Evidence, power and algorithms. Journal of Hospital Administration, 2(3), 73–78.

Falkheimer, J. (2014). The power of strategic communication in organizational development. International Journal of Quality and Service Sciences, 6(2/3), 124–133. 

Faulkner, J., & Laschinger, H. (2008). The effects of structural and psychological empowerment on perceived respect in acute care nurses. Journal of Nursing Management, 16(2), 214–221. 

Fry, B. (2013). Power up your leadership: Straight talk for nurse managers. Canadian Nurse, 109(5), 32–33.

Gittner, L.S.,Husaini, B.A., Hull, P.C., Emerson, J.S., Tropez-Sims, S. Reece, M., Zoorah, R. and Levine, R.S. (2015). Use of Six Sigma for eliminating missed opportunities for prevention services.Journal of Nursing Care Quality. DOI: 10.1097/NCQ.0000000000000113

Gleich, S.J.M.,Nemergut, M.E., Stans, A.A.,  Haile, D.T.,  Feigal, S.A.,  Heinrich, A.L., Bosley, C.L., Wardand, J.W., and  Tripathi, S.. (2015). Lean Six Sigma handoff process between operating room and pediatric ICU: improvement in patient safety, efficiency and effectiveness. Critical Care 2015, 19 (Suppl 1): P523. DOI:10.1186/cc14603

Groysberg, B., & Slind, M. (2012). Leadership is a conversation. Harvard Business Review, 90(6), 76–84. 

Huston, C. J. (2013, May 2013). The impact of emerging technology on nursing care: Warp speed ahead.The Online Journal of Issues in Nursing, 18(2) Manuscript 1. DOI: 10.3912/OJIN.Vol18No02Man01.

Kumar, S., Deshmukh, V., & Adhish, V. S. (2014). Building and Leading Teams. Indian Journal of Community Medicine : Official Publication of Indian Association of Preventive & Social Medicine, 39(4), 208–213. doi:10.4103/0970-0218.143020

Leach, L., & McFarland, P. (2014). Assessing the professional development needs of experience nurse executive leader. Journal of Nursing Administration 44(1), 51062. 

Mclean, C. (2011). Change and transition: Navigating the journey. British Journal of School Nursing,6(3), 141–145.

Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management-UK, 20(1), 32–37. 

Ng, G., Leung, G., Johston, J., and Cowling, B. (2013). Factors affecting implementation of accreditation programmes and the impact of the accreditation process on quality improvement in hospitals: a SWOT analysis. Hong Kong Medical Journal, 19, 434–46. DOI: 10.12809/hkmj134063

Perkins, M., Grey, A., and Remmers, H. (2013). What do we really mean by “Balanced Scorecard”? International Journal of Productivity and Performance Management, 63(2). DOI 10.1108/IJPPM-11-2012-0127

Radtke, K., (2013). Improving patient satisfaction with nursing communication using bedside shift report.Clinical Nurse Specialist, 27(1), 19–25.

Reiman, T., Rollenhagen, C., Pietikäinen, E., Heikkilä, J. (2015). Principles of adaptive management in complex safety–critical organizations. Safety Science, 71, 80–92.

Salmela, S., Eriksson, K., & Fagerström, L. (2013). Nurse leaders’ perceptions of an approaching organizational change. Qualitative Health Research, 23(5), 689–699.

Shirey, M. R. (2012). Cultivating strategic thinking skills. JONA: The Journal of Nursing Administration, 42(6), 311–314. 

Shirey, M. R. (2013). Lewin’s theory of planned change as a strategic resource. The Journal of Nursing Administration 43(2), 69–72.

Simons, T., & Leroy, H. (2014). Issues in researching leadership in health care organizations. Leading in Health Care Organizations: Improving Safety, Satisfaction and Financial Performance (Advances in Health Care Management, Volume 14) Emerald Group Publishing Limited, 14, 221–234. 

Spreitzer, G., & Porath, C. (2012). Creating sustainable performance. Harvard Business Review, 90(1/2), 92–99. 

Stetler, C. B., Ritchie, J. A., Rycroft‐Malone, J., & Charns, M. P. (2014). Leadership for Evidence‐Based Practice: Strategic and Functional Behaviors for Institutionalizing EBP. Worldviews on Evidence‐Based Nursing, 11(4), 219–226.

Top, M., Akdere, M., & Tarcan, M. (2014). Examining transformational leadership, job satisfaction, organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees. The International Journal of Human Resource Management, (ahead-of-print), 1–24. 

Trivella, P., Gerogiannis, V., & Svarna, S. (2013). Exploring Workplace Implications of Emotional Intelligence (WLEIS) in Hospitals: Job Satisfaction and Turnover Intentions. Procedia-Social and Behavioral Sciences 73(27). 701–709.

van der Kam, N. A., van der Vegt, G. S., Janssen, O., & Stoker, J. I. (2014). Heroic or hubristic? A componential approach to the relationship between perceived transformational leadership and leader–member exchanges. European Journal of Work and Organizational Psychology, (ahead-of-print), 1–16.

Van der Linden, D., Tsaousis, I., & Petrides, K. V. (2012). Overlap between General Factors of Personality in the Big Five, Giant Three, and trait emotional intelligence. Personality and Individual Differences, 53(3), 175–179.

Wong, C. A., Cummings, G. G., & Ducharme, L., (2013). The relationship between nursing leadership and patient outcomes: a systematic review update. Journal of Nursing Management, 21(5), 709–724.