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In Canada, nurses have known about the chronic shortage of nurses for years; the pandemic has just opened the floodgates. For the authors, the current nursing crisis and the accompanying response have led to flashbacks of the early 2000s, when extensive advocacy work took place to prevent a looming nursing crisis. In the key reports reviewed in this paper, the statement "lack of respect for nursing" has echoed over and over and over again and continues to be heard today throughout social media. Based on nurses' voices, meaningful respect starts with nurse leaders and administrators recognizing nurses' education, knowledge, values and experience; seeking and listening to nurses' voices and input on decisions affecting nursing; and striving for quality practice environments with reasonable workloads, adequate supplies and resources. While long-term planning must take place to correct this, there is no easy fix and no single strategy to turn the situation around quickly. Short-term strategies to relieve nurses' feelings of disrespect are a good place to start to retain nurses and stop the bleeding. It is time to work with all the nurses to find ground-level strategies to assure a sustainable and healthy nursing workforce for today and tomorrow. In this paper, the authors provide an overview of the meaning of respect both generally and from the nurses' perspective using the literature from the past 20 years. The authors then outline several implications for nurse leaders and administrators that are relevant today., (Copyright © 2022 Longwoods Publishing.)

While nursing is a profession built on collaborative relationships, a lack of unity and historically disparate power structures have become entrenched within the profession during our long history. We are still having many of the same conversations today about the state of the profession as we were 30 years ago. If we want nurses graduating today to enjoy vibrant careers that will see them holding different sorts of conversations about the profession in 2040, then a blueprint for action to optimize intraprofessional practice is required. This paper provides an overview of a recent pan-Canadian report, paints a picture of the current landscape of nursing in Canada and outlines several key strategies to begin transforming intraprofessional practice., (Copyright © 2021 Longwoods Publishing.)

It is time to acknowledge what has been hidden inside Canada's healthcare system for decades but has become more visible during the COVID-19 pandemic: widespread stress, mental health problems and burnout in the nursing workforce. For the past 20+ years, repeated concerns about the mental health of nurses in Canada have been raised within many national reports, yet the rates have continued to rise., (Copyright © 2021 Longwoods Publishing.)

Unprecedented is one of the words that has been most frequently heard during the COVID-19 pandemic. We read daily about the ongoing challenges nurses and nurse leaders face in ways that one could not have imagined 15 months ago. With each wave of rising COVID-19 cases, we are reminded of the toll that this pandemic is having on nurses. Nurse leaders have described being scared of failing and not being able to guide or support their staff through the pandemic while recognizing the need to be a strong leader, resilient and adaptable to change every single day (Lapum et al. 2021). The uncertainty and complexity have been overwhelming, and throughout this crisis, nurse leaders have been continually asked to reach into their leadership toolboxes to find ways to support nurses within contexts that have rapidly changed over and over again., (Copyright © 2021 Longwoods Publishing.)

Background: The COVID-19 pandemic is placing unprecedented pressure on a nursing workforce that is already under considerable mental strain due to an overloaded system. Convergent evidence from the current and previous pandemics indicates that nurses experience the highest levels of psychological distress compared with other health professionals. Nurse leaders face particular challenges in mitigating risk and supporting nursing staff to negotiate moral distress and fatigue during large-scale, sustained crises. Synthesizing the burgeoning literature on COVID-19-related burnout and moral distress faced by nurses and identifying effective interventions to reduce poor mental health outcomes will enable nurse leaders to support the resilience of their teams., Aim: This paper aims to (1) synthesize existing literature on COVID-19-related burnout and moral distress among nurses and (2) identify recommendations for nurse leaders to support the psychological needs of nursing staff., Methods: Comprehensive searches were conducted in Medline, Embase and PsycINFO (via Ovid); CINAHL (via EBSCOHost); and ERIC (via ProQUEST). The rapid review was completed in accordance with the World Health Organization Rapid Review Guide., Key Findings: Thematic analysis of selected studies suggests that nurses are at an increased risk for stress, burnout and depression during the ongoing COVID-19 pandemic. Younger female nurses with less clinical experience are more vulnerable to adverse mental health outcomes., (Copyright © 2021 Longwoods Publishing.)

In a high-speed pivot never seen before in post-secondary education in Canada, the COVID-19 pandemic upended every facet of academia. Almost overnight the system transitioned to remote teaching, empty campuses and research stoppages. Nursing school administrators were asked to make hundreds of decisions daily to ensure the safety of students, faculty and staff while maintaining education standards. Several months into the pandemic, circumstances are still far from normal as we continue to expect the unexpected and prepare to be nimble agents of change in the months ahead. This commentary outlines my observations as a faculty member during the past few months., (Copyright © 2020 Longwoods Publishing.)

In Canada, responsibility for corrections is divided between federal, provincial and territorial governments, with nurses being the largest group of healthcare professionals working in correctional institutions (penitentiaries, jails, prisons, correctional centres and secure correctional treatment centres) across the country. Correctional institutions are among the most challenging workplace settings for nurses, as they face competing tensions between the provision of quality care and strict security requirements for safety. They also experience unique workforce issues with high reports of burnout and emotional exhaustion. Nursing leadership at all levels of the correctional system is critical in creating work environments that optimize workplace well-being and minimize burnout. The purpose of this paper is to discuss the role of nursing leadership in facilitating and enabling a healthy workforce in corrections. Minimal research has examined leadership and healthy work environments in correctional institutions. Several authors have, however, discussed transformational leadership as a strategy to positively influence correctional nursing practice. In this article, we expand on this previous work to describe the full range leadership model and how it can be used to form the foundation of effective leadership and support the creation of healthy work environments in the correctional context., (Copyright © 2020 Longwoods Publishing.)

The aim of this descriptive study was to help policy- and decision-makers enhance the health of the Canadian nursing workforce by highlighting key factors of concern and exploring options for collecting and utilizing nurses' health data. This paper describes the views of 62 nursing stakeholders from a diverse spectrum of professional, labour, management and government perspectives from across Canada, regarding key factors contributing to work-related health problems in the nursing profession, particularly those relating to the work environment and hospital restructuring. The results were combined with a synthesis of existing information sources about the health of nurses in Canada. With respect to the key concerns, musculoskeletal conditions/injuries and stress and burnout were identified as nurses' major work-related health problems. An examination of the data synthesis inventory revealed that no existing data sources can adequately profile nurses' health, especially in relation to the components of the Conceptual Model of Nurses' Health developed in the study. Three strategies for monitoring nurses' health are proposed.

Although nursing leadership roles have been greatly transformed as a result of dramatic changes within healthcare over the past decade, there is little research on the nature of nurse manager work life in current work environments. The purpose of this study was to test a theoretical model derived from Kanter's theory of organizational empowerment: linking nurse managers' perceptions of structural and psychological empowerment to burnout, job satisfaction and physical and mental health. A descriptive, correlational design was used in a sample of 286 first-line (n=202) and middle-level (n=84) hospital-based nurse managers obtained from a provincial registry. Ironically, managers reported high levels of burnout, but good mental and physical health. Middle managers were more empowered and satisfied with their jobs than first-line managers. In both groups, approximately 45% of the variance in job satisfaction and 18-52% of the variance in physical and mental health was explained by empowerment and burnout. Empowered work environments were associated with lower nurse manager burnout and better physical and mental health. The results suggest that creating work environments that provide access to empowerment structures may be a fruitful strategy for creating healthy work environments for nurse managers.