NUR 674 Discuss three to five competencies that you feel you still need to work on

NUR 674 Discuss three to five competencies that you feel you still need to work on

NUR 674 Discuss three to five competencies that you feel you still need to work on

The American Organization of Nurse Executives (AONE) published its paper on the role and function of nurses in executive practice. This document outlined the transitions occurring in healthcare leadership and the dimensions and processes that were instrumental in executive success. The turbulent, ever-changing world of healthcare continues to present new challenges. With its vision of “shaping the future of healthcare through innovative nursing leadership,” AONE recognizes that excellent leadership is essential to ensure excellent patient care. The competencies  are  for nurses in executive practice regardless of their educational level or titles in different organizations. They are presented as information for both nurse leaders and those who employ or work with them. Executives can use these competencies as a self-assessment tool, useful in the identification of possible areas for growth. Aspiring nurse leaders can use them in planning personal preparation for their careers. Healthcare organizations may see them as a guideline for job descriptions, expectations, and evaluations of nurse leaders. Nurse educators can utilize them as a curriculum guideline for the educational preparation of nurses seeking expertise and knowledge in executive practice.

When I was in my previous leadership as a clinical manager and director of Interventional services, I feel that my AONL Nurse Executive Competencies strength was in the ares communication, relationship building, professionalism: personal and professional accountability.  and performance improvement/ metric.

As leader communication is very important to be able to have everyone to hear the same message. To do so you must know and understand the learning of the audience ie:staff. Whenever I presented any information, I did it so that the staff could receive the information that was best for them reading, visual, hearing, one on one conversations, etc.  This was very useful tool, each staff member felt valued and part of the team. As. A leader you set the tone. Even as a staff member I’m very professional in my tone and manner. I hold myself accountable for mutual respect, expectations, and outcomes. Relationship building, I had to learn during the job. When I began my supervisory career, I was given a service line that none of the doctors where happy on how hospital administration had handled. To be specific they hated to come to the hospital for practice. I was able to use my natural talents as a leader to build a competent staff and build trust of the physician staff at the same time. It certainly had put me to the test. The performance improvement/ metric reminds me of the productivity. The company I work for is verry driven by the outcome of the numbers. It this same beginning supervisory moment I was given a matric at that did not even make sense. The short version is my department delivered care for outpatient and inpatient but my productivity standard was based on inpatient in the bed ad midnight. AT night it was only an 8 bed unit that was average daily census of 4-5. Yes, makes no sense.   So, I became very savvy at resource management and communicating how I was productive even though the metric said something else. 

Competencies that I feel that I need to develop:

1.     Clinical practice knowledge. I realized the throughout the course of the MSN Leadership, that my information would always be passed down from the corporate enmity. Meaning I had a lack of involvement in professional associations related to my practice area. There are many reasons and situations that occurred. I want to be a Doubting Tomas, not that I don’t believe you, I want to see the information for myself. I was called to lead others. 

2.     Career Planning, I would like to learn how you coach others to develop there careers and be a mentor for that purpose. My previous leadership position the staff was older and was declining in their profession. Today I know of some up and coming new nurse. I would like to be a mentor to them.

3.     I would like to see and understand the financial management of the my previous role, I really on mange the productivity. I would like to understand how to manage the resources for the departmental budget and how to strategic decisions to purchase capitol.

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4.     Even though I feel that effective communication and influencing behaviors area strength, I look forward to this practicum for other ideas to accomplish the goals. Even though it a strength I feel there is always room for improvement and learning.  


AONE nurse executive competencies – nurse leaders | AONL. (n.d.). Retrieved June 5, 2022, from

Nurses are natural leaders who influence practice in their various specialties differently. They are skilled in delivering safe, timely, and efficient care and carry the vision for achieving such care in health care organizations. The American Organization of Nurse Executives (AONE) competencies provide a detailed analysis of nurses’ essential knowledge and skills in executive practice (AONE, 2015). Nurses should be competent in all areas and integrate the skills into practice as situations oblige.

NUR 674 Discuss three to five competencies that you feel you still need to work on
NUR 674 Discuss three to five competencies that you feel you still need to work on

After evaluating my current skills, strengths, and weaknesses, I feel that I am excellent in communication and relationship building, knowledge of the health care environment, and leadership. Characteristics of my strength include proficiency in interpersonal communication, relationship management, and a detailed understanding of diversity and its implementation. Establishing cultural competency in the workforce and embracing diverse cultural beliefs promote diversity (Jongen et al., 2018). Competencies demonstrating knowledge of the health care environment include clinical practice knowledge, patient safety essentials, and performance improvement. Despite these strengths, I need to work on several competencies for progressive development as a practitioner, scholar, and leader. They include advocacy under professionalism, risk management under the knowledge of the health care environment, and systems thinking under leadership. Advocacy involves fighting for other people’s needs, including perspectives, optimal care for patients, and safe workplaces (Abbasinia et al., 2020). Risk management skills help to develop risk identification and mitigation systems, while systems thinking guides providers in delivering holistic care.

I plan to integrate this knowledge into developing my comprehensive clinical/practicum project by incorporating the competencies that can make it successful. For instance, leadership, communication, and risk management are essential for successful projects. In all project phases, the project’s proponent/nurse should collaborate with experienced personnel and the preceptor. Clinical practice knowledge, ethics, and evidence-based practice are other competencies needed for a successful project that will be incorporated as situations necessitate.


Abbasinia, M., Ahmadi, F., & Kazemnejad, A. (2020). Patient advocacy in nursing: A concept analysis. Nursing Ethics27(1), 141-151.

AONE. (2015). Nurse executive competencies.

Jongen, C., McCalman, J., & Bainbridge, R. (2018). Health workforce cultural competency interventions: A systematic scoping review. BMC Health Services Research18(1), 232.

I agree that evidence-based practice (EBP) is an essential competency to incorporate in a clinical/practicum project.  Jordan et al. (2016) describes EBP as a problem-solving approach to patient care that incorporates the best evidence from research studies, clinicians’ clinical judgement and expertise, patient assessments, and patients’ own preferences and values. I have been a bedside nurse for many years and have witnessed how healthcare has rapidly evolved. In the past, when there were changes that affected clinical practice, sometimes I went with the status quo and really did not put much emphasis in finding out why. Because of this program, I will research and investigate new interventions to ensure they are valid and credible. As a future nurse leader, I also plan to seek more opportunities to educate myself about the benefits of nurses applying EBP in clinical settings. The ultimate goal healthcare leaders should strive for is for patients to receive safe, competent, and high-quality patient care efficiently and enhanced patient outcomes because of increased knowledge and proficiency. The final strategy I will integrate into my practice is utilizing the best available evidence in daily clinical practice. As healthcare professionals, nurses are expected to use the best, most up-to-date evidence as part of the care delivery. Furthermore, it is a duty and responsibility according to the American Nurses’ Association’s Code of Ethics for Nurses (n.d.) which states “The nurse, in all roles and settings, advances the profession through research and scholarly inquiry, professional standards development, and the generation of both nursing and health policy.” 


Code of ethics PDF. (n.d.). ANA. 

Jordan, P. J., Bowers, C. A., & Morton, D. (2016). Barriers to implementing evidence-based practice in a private intensive care unit in the Eastern Cape. Southern African Journal of Critical Care, 32(2), 50. 

As the national professional organization of more than 11,000 nurse leaders, the American Organization for Nursing Leadership (AONL) is the voice of nursing leadership. Innovative nursing leadership requires that nurses in leadership positions are competent. Executives can use these competencies as a self-assessment tool, helpful in identifying possible areas for growth. Aspiring nurse leaders can use them in planning personal preparation for their careers. Health care organizations may utilize them as a guideline for job descriptions, expectations, and evaluations of nurse leaders. Nursing leadership/management is as a specialty as any other clinical nursing specialty (Richards, 2019). It requires proficiency and competent practice specific to the executive role. AONL advances the professional development of nurse leaders through innovative and competency-based learning experiences. AONL offers in-person and online programs for executives, directors, managers, and clinical leaders to serve nurse leaders at all stages of their career journey. Topics include health care finance, certification review courses, shared governance, and emerging leader competencies. The overall mission is to transform health care through expert and influential nursing leadership. While focusing on the vision of Nursing leadership, one voice advances health for all.

AONL’s annual meeting draws thousands from the nurse leader community and features more than 50 sessions and nationally renowned keynote speakers. The organization drives positive change with a collective voice to influence health care transformation. In collaboration with the American Hospital Association, AONL ensures the perspective and needs of nurse leaders are heard and addressed in public policy issues related to nursing and patient care. AONL’s advocacy activities include the federal legislative and regulatory arenas and promote the value of nursing leadership and its invaluable contribution to the more excellent health care team in pursuit of quality patient care  (Morse & Warshawsky, 2021). With more than 11,000 members, AONL brings together an inclusive network of nurse leaders who celebrate diverse perspectives and embrace new ideas. AONL serves leaders at every stage of their leadership journey, from emerging leaders to seasoned executives across the care continuum. The organization’s more than 40 affiliates play an essential role in helping nursing leaders forge strong links with colleagues in their state or region.

AONL is committed to developing and disseminating core competencies for nurse leaders in various care settings and responsibilities. These competencies have been developed by experts in the nursing leadership field and approved by the AONL Board of Directors. AONL offers evaluation assessments for nurse leaders looking to improve their skill set. Through these skills assessments, leaders can evaluate their skills, knowledge, and abilities for the nurse manager and executive roles. The simple exercise of rating personnel and asking others to rate their leaders provide tremendous insight into hidden strengths, blind spots, and areas for development. Weak areas include working with others effectively, understanding and incorporating effective changes, and understanding personal responsibilities associated with changing (Nghe et al., 2020). Strengths include working effectively individually, setting task-related goals, and identifying strategies that will improve the overall health of the patient and the community. As health care continues to evolve, nurse leaders must lead the way. Whether you are a new nurse manager, in an executive role, or somewhere in between, the AONL Nurse Leader Competency Assessment Tool empowers leaders with an awareness of personal strengths and the areas one can further develop to ensure continued growth. Use this essential tool based on the widely recognized AONL Nurse Leader Competencies to evaluate and advance skills, knowledge, and abilities, regardless of one’s professional role or care setting. Separate assessments are available for nurse managers and nurse executives. Self-assessment, 180-degree assessment, and organizational assessment are examples of AONL. When taking the self-assessment, one will gain access to establish a focused plan for the ongoing leadership development.

Track the progress over time by retaking and comparing each assessment result. The 180-degree assessments broaden one’s perspective with insights from a trusted colleague on individual strengths and growth areas. Built upon the widely recognized AONL Nurse Leader Competencies, take the AONL 180° Assessment for targeted feedback to help leaders excel in their role. Organization assessment is the benchmark and elevates the collective competency of the nursing leadership team. Gain a full view of the organization’s collective strengths and areas for development with the AONL Organizational Assessment, based on the AONL Nurse Leader Competencies for managers and executives (American Organization for Nursing Leadership, 2019). Align the team’s skills with evidence-based practice to empower and elevate the organization’s leadership. Select ten or more nurse leaders to participate, with at least three participants per assessment category manager and executive. Participants will receive reports based on their assessments and an aggregated organizational account to benchmark and focus leadership development efforts. 


American Organization for Nursing Leadership. (2019). American organization for nursing leadership | AONL. American Hospital Association.

Morse, V., & Warshawsky, N. E. (2021). Nurse leader competencies. Nursing Administration Quarterly, 45(1), 65–70.

Nghe, M., Hart, J., Ferry, S., Hutchins, L., & Lebet, R. (2020). Developing leadership competencies in midlevel nurse leaders. JONA: The Journal of Nursing Administration, 50(9), 481–488.

Richards, K. (2019). AONL competencies create a win. Nurse Leader, 17(6), 542–545.

Changes in the healthcare industry have created great challenges for leaders of acute-care organizations. One of the greatest challenges is ensuring a competent nursing staff to care for patients within this changing environment. Patients are more acutely ill and have shorter lengths of stay, placing greater demands on nurses who must demonstrate competency in caring for increasingly complex patients in a continually changing healthcare environment.  Competency assessment involves more than a checklist and a test. Hospitals are required to assess, maintain, demonstrate, track, and improve the competence of the staff. Competency assessment is an ongoing process of initial development, maintenance of knowledge and skills, educational consultation, remediation, and redevelopment. Competencies are an important part of the work world. They are a part of a continual process to help ensure that the organization provides a high-quality care to its customers and patients. Having a competency for nursing leadership should also be integrated. Nurse leaders, because they have or can develop many of the qualities that will be required to deliver care, and because of the increasing breadth of their responsibilities, are well placed to lead the business of caring on their administration’s behalf. Leadership assessment can be effective in helping them to understand and manage change and to lead their organizations forward.


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

Heinen, M., Oostveen, C., Peters, J., Vermeulen, H., & Huis, A. (2019). An integrative review of leadership competencies and attributes in advanced nursing practice. Journal of Advanced Nursing, 75(11), 2378-2392.