6: THE ROLE OF THE CLINICAL EXECUTIVE ■ 175The AACN reports universal agreement and support for the DNP confirming that
this educational preparation prepares nurses to meet future demands of health care
(Auerbach et al., 2014). The recommendations are intended to clarify several key ele-
ments of DNP education, including the curriculum, the DNP project, and the program
length. A noteworthy change includes the DNP capstone requirement, clearly stating
the need for clinical scholarship and the importance of the project; however, requir-
ing standardization and clarity with scope, implementation, impact, dissemination,
and faculty oversight (AACN, 2015b; Alexander, 2016). The authors assert that the
DNP final project for the nurse executive should be focused on quality improvement
science.
The DNP program growth and numbers of graduates speaks to the importance
and relevance to nurse executives. With a growing number of DNP students, more than
4,000 students in 2 years and a growth in graduates from 2,443 in 2013 to more than
3,000 students in 2014 (AACN, 2015a), the interest, willingness to engage in lifelong
learning, and commitment speaks volumes to the perceived benefits and value of the
education. Swanson and Stanton (2013) report that current CNOs acknowledge value
and believe that the DNP is relevant and is necessary to their practice. As we continue
to focus on terminal degrees and competency, the DNP is a highly sought after degree
that will assure better preparation for the leadership needed. It will be important to con-
tinue to evaluate the impact and to hear from employers about the value they see and
experience in their organizations.
■ CRITICAL THINKING QUESTIONS
- Because leadership can be developed through learning and practice, what do you believe
would be the essential content and experiences in a DNP program for a nurse either in or
desiring to be in a clinical executive position? - As it is the opinion of some that DNP programs should be for advanced practice nurses only,
do you believe that the clinical executive’s indirect role in influencing patient outcomes falls
within the role of the DNP? - Do you believe that having a doctoral degree would positively affect a clinical executive’s
authority and influence with physicians? With other administrators? With other nurses? - Many clinical executives have earned a PhD but are not actively engaged in research. Con-
sidering the differences in coursework and focus between PhD and DNP programs, which
do you believe would be the most appropriate in development of the required skill set of a
clinical executive? - Considering the health care environment where you live and/or are employed, do you
feel that it is desirable and/or possible to require nurses in clinical executive positions to
hold a DNP? - What do you see as the advantages and disadvantages of MSN, MBA, and DNP prepara-
tion of clinical executives? - What would be the appropriate criteria to evaluate the effect of a DNP for clinical
executives? - In your opinion, should the nursing profession address the issue of doctoral preparation for
nurse executives and possibly establish a precedent and/or standard of preparation for other
executives in top leadership roles? Why or why not? - What were your personal reasons for choosing a DNP program, and what track do you
believe best meets your rationale for choosing a DNP program? - What do you believe are some of the current pitfalls with the preparation of nurse executives
and how do you believe the DNP clinical track could address these issues/concerns?