NUR 674 Topic 1 DQ 1

Sample Answer for NUR 674 Topic 1 DQ 1 Included After Question

View the Nurse Executive Competencies on the American Organization for Nursing Leadership (AONL) website. Consider your current skills, strengths, and areas of weakness according to these competencies. What do you feel are your greatest areas of strength? Discuss three to five competencies that you feel you still need to work on. How do you plan to integrate this knowledge into developing your comprehensive clinical/practicum project?

A Sample Answer For the Assignment: NUR 674 Topic 1 DQ 1

Title: NUR 674 Topic 1 DQ 1

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.


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NUR 674 Topic 1 DQ 1
NUR 674 Topic 1 DQ 1

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 Quarterly45(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 Administration50(9), 481–488.

Richards, K. (2019). AONL competencies create a win. Nurse Leader17(6), 542–545.

A Sample Answer 2 For the Assignment: NUR 674 Topic 1 DQ 1

Title: NUR 674 Topic 1 DQ 1

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.

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