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According to obedience research, we may harm others under the forceful pressures of an authority figure (Milgram, 1974). How about if the inappropriate orders were delivered with less force? The increasing interdependence between nurses and physicians compelled Hofling and his colleagues to explore nurses’ reactions to a potentially harmful medical request made by the perceived authority figure, the doctor (Hofling, Brotzman, Dalrymple, Graves, & Pierce, 1966). In this situation,...
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International Nursing Organization (ICN) is a global union of national nurses' organizations. Individual nurses can be a part of ICN through member organizations. Each member organization strives to ensure quality nursing care, sound health policies, the advancement of nursing knowledge, respect for the profession, and a satisfied and competent nursing workforce.
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Updated: Mar 1, 2026

Non-invasive Strategies for Chronic Manipulation of DREADD-controlled Neuronal Activity
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Does a CEO's Departure Trigger a Crisis for a CNO?

Phyllis Wright1

  • 1Emory University Nell Hodgson Woodruff School of Nursing, Atlanta, Georgia.

Nursing Administration Quarterly
|June 3, 2017
PubMed
Summary

Chief nursing officers face ongoing professional volatility. This article explores common reasons for leaving leadership roles and strategies for navigating these transitions, offering resources for rebound.

Area of Science:

  • Healthcare Management
  • Nursing Leadership
  • Organizational Psychology

Background:

  • The professional landscape for chief nursing officers (CNOs) is characterized by increasing volatility.
  • Projections indicate this volatility will persist for the next decade, impacting CNO roles.
  • Organizational crises often lead CNOs to contemplate leaving their positions, causing significant personal and professional distress.

Purpose of the Study:

  • To identify the primary reasons why chief nursing officers leave their leadership positions.
  • To outline actionable steps CNOs can take to recover and rebound from career transitions.
  • To explore available tools and resources that can support CNOs during voluntary or involuntary career changes.

Main Methods:

  • Qualitative analysis of CNO career transitions.

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  • Review of literature on leadership volatility in healthcare.
  • Case study examination of CNO departure and rebound strategies.
  • Main Results:

    • Common factors contributing to CNO departures include organizational instability, lack of support, and work-life imbalance.
    • Effective rebound strategies involve professional networking, skill development, and seeking mentorship.
    • Resources such as leadership coaching, professional organizations, and transition support programs are beneficial.

    Conclusions:

    • Understanding the drivers of CNO turnover is crucial for healthcare organizations.
    • Proactive strategies and support systems can help CNOs successfully navigate career transitions.
    • Investing in CNO development and retention is vital for stable healthcare leadership.