NUR 860 The Nurse Executive :Module- 2 Discussions
Discussion 1: C-Suite Leadership Soft Skills
Soft skills define how nurse executives influence, connect, and lead diverse teams within healthcare. Among the six skills identified in The DNP Nurse in Executive Leadership Roles (Chism, 2023), charisma, storytelling, and growing a network are the most critical in today’s dynamic environment. These two competencies create a foundation for building trust and extending influence across multiple levels of the organization. Without them, even the most technically skilled leader may struggle to inspire collaboration or achieve transformational change. Nurse executives face daily challenges requiring not only operational oversight but also the ability to rally diverse groups around shared goals. Developing charisma in communication and building expansive networks supports resilience and adaptability while strengthening executive credibility in the C-suite and beyond.
Charisma and storytelling enhance the nurse executive’s ability to inspire commitment and shape organizational culture. Storytelling allows leaders to translate complex strategies into human-centered narratives that resonate with staff and stakeholders. Instead of presenting abstract numbers or compliance requirements, a leader who highlights the story of a patient benefiting from a new protocol can connect emotionally and promote buy-in. Research supports this approach, demonstrating that leaders who communicate through narratives foster stronger emotional engagement and enhanced motivation among staff (Shahriari et al., 2022). In practice, I observed how a chief nursing officer used stories about patient recovery during staff meetings to reframe challenging initiatives as meaningful efforts, increasing enthusiasm and perseverance during periods of transition.
Growing a network is equally important for nurse executives in managing the complexities of modern healthcare. Networks extend beyond internal teams to include community leaders, policymakers, academic partners, and interprofessional colleagues. Through networks, executives gain access to diverse expertise, resources, and collaborative opportunities that support organizational growth. Broome & Marshall (2021) emphasize that intentional networking strengthens influence and allows leaders to address systemic issues such as health disparities or workforce shortages. I have observed executives who actively engaged with external agencies to enhance discharge planning, connecting patients to social services and community resources. This collaboration reduced preventable readmissions and advanced population health efforts. Expanding networks, therefore, enhances relational capacity and positions leaders to align organizational strategies with the needs of their communities.
The intentional development of charisma and networking skills elevates a leader’s ability to guide transformational change. Leaders who communicate with authenticity, motivate through stories, and connect across networks create an environment of shared purpose and trust. These skills enable executives to foster inclusion, break down silos, and build sustainable partnerships. Over time, this relational capital allows leaders to influence policy, advocate for resources, and mobilize staff toward innovation. Evidence suggests that leaders who intentionally develop their soft skills foster healthier organizational climates, increased staff engagement, and improved patient outcomes (Cummings et al., 2021). In diverse and dynamic healthcare systems, charisma and networking are not optional; they are essential drivers of influence, trust, and organizational transformation.
References
Broome, M. E., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer Publishing.
Chism, L. A. (2023). The DNP nurse in executive leadership roles (3rd ed.). Jones & Bartlett Learning.
Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P. M., & Chatterjee, G. E. (2021). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 115, 103842. https://doi.org/10.1016/j.ijnurstu.2020.103842
Shahriari, M., Mohammadi, E., Abbaszadeh, A., & Bahrami, M. (2022). Nurse leaders’ communication strategies to inspire staff: A qualitative study. Journal of Nursing Management, 30(3), 563–571. https://doi.org/10.1111/jonm.13442
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Discussion 2: Executive Leadership
Continuous learning is indispensable for nurse executives facing rapid shifts in healthcare policy, technology, and patient care expectations. Chapter 13 of The DNP Nurse in Executive Leadership Roles (Chism, 2023) identifies adaptive learning, experiential learning, and strategic thinking as vital to leadership success. Adaptive learning enables leaders to quickly adjust strategies in response to changing external conditions, while experiential learning transforms daily challenges into valuable lessons that strengthen organizational resilience. For example, during the COVID-19 pandemic, nurse executives who embraced adaptive learning guided organizations through rapid telehealth implementation, preserving access to care despite major disruptions. Gutovitz et al. (2022) emphasize that organizations with adaptive leaders achieved stronger continuity and safety during this crisis. Together, these approaches reinforce a leader’s capacity to maintain progress during periods of unpredictability.
Strategic thinking complements adaptive and experiential learning by providing a framework for long-term sustainability. Weberg & Davidson (2021) describe strategic thinking as a process of aligning daily operations with organizational goals while considering external pressures such as reimbursement reform or workforce challenges. In practice, I have observed executives who used performance metrics and scenario planning to anticipate system needs and prioritize programs addressing health disparities while protecting financial stability. McCutcheon & O’Halloran (2022) note that continuous reflection and strategic foresight create cultures of learning and improvement, enabling executives to build innovative, evidence-based responses to ongoing challenges. Through the intentional use of adaptive, experiential, and strategic learning, nurse executives strengthen their influence, improve decision-making, and lead organizations through transformational change that is both resilient and sustainable.
References
Chism, L. A. (2023). The DNP nurse in executive leadership roles (3rd ed.). Jones & Bartlett Learning.
Gutovitz, S., Pangia, J., Finer, A., Rymer, K., & Johnson, D. (2021). Emergency department utilization and patient outcomes during the COVID-19 pandemic in America. The Journal of Emergency Medicine, 60(6), 798-806. https://doi.org/10.1016/j.jemermed.2021.01.002
McCutcheon, H., & O’Halloran, P. (2022). Leadership development through experiential learning in nursing practice. Journal of Clinical Nursing, 31(1–2), 140–148. https://doi.org/10.1111/jocn.15927
Weberg, D., & Davidson, S. J. (2021). Leadership for evidence-based innovation in nursing and health professions (3rd ed.). Jones & Bartlett Learning.
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Executive Suite vs. C-Suite: Leadership Terminology Comparison
| Term | Definition | Common Usage | Examples of Roles Included | Best Use in DNP Context |
|---|---|---|---|---|
| C-Suite | Refers to the top-ranking Chief-level executives in an organization. | Used in healthcare leadership, strategic planning, and governance. | CEO, CNO, CFO, COO, CMO, CIO, CHRO, CMIO | When teaching leadership models, strategic methods, and systems thinking. |
| Executive Suite | A broader term for the group or office space of senior organizational leaders. | Used more generally, can refer to both roles and their offices. | C-Suite roles plus VPs, Executive Directors, or Senior Advisors. | When referencing the organizational structure or leadership team broadly. |
Module 2: Discussion 1
Chapter 12 of The DNP Nurse in Executive Leadership Roles highlights the importance of soft skills in navigating the complexities of C-Suite leadership and engaging with a diverse workforce.
Reflect on the six soft skills discussed—personal brand, charisma and storytelling, knowing your audience, growing your network, identifying trusted advisors, and pivoting.
Which two of these soft skills do you believe are most critical for today’s nurse executive leading in a diverse and dynamic healthcare environment?
Support your response with specific examples from your own leadership experience, observations, or evidence-based literature.
How might the intentional development of these skills enhance your influence, relational capacity, and ability to lead transformational change at the executive level?
Module 2: Discussion 2
Chapter 13 emphasizes the evolving business climate of healthcare and the pivotal role of continuous learning in executive leadership. As the landscape shifts toward value-based care, financial stewardship, and systems innovation, the capacity to learn, unlearn, and relearn becomes essential for the nurse executive.
Reflect on the types of learning described in this chapter (e.g., adaptive learning, experiential learning, strategic thinking). How do these forms of learning shape the nurse executive’s ability to lead transformational change in today’s healthcare environment?