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Strategies and Knowledge Dissemination in Nursing


Knowledge sharing is one of the most critical roles assigned to APRN-prepared leaders in the nursing area. The evidence-based decisions require them to ensure that their subordinates are equipped with pertinent practices and appropriately motivated to use them in their everyday workplace activities. Different levels of healthcare may need specific strategies to be implemented by advanced practice leaders, among which there are emotional intelligence (EI), organizational climate transformation, and persuasive communication.

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Micro, Meso, and Macro Levels of Knowledge Dissemination

The micro level in nursing refers to the interaction with patients, which is largely performed by nurses, who need guidance from their leaders. The strategy of emotional intelligence presents the ability to focus on emotions while making decisions and pondering over the expected outcomes (Maamari & Majdalani, 2017). Both formal and informal communication can be applied to share new information that was obtained by a nursing leader from credible resources. In case there is a new protocol related to a certain care sphere such as geriatrics, which was provided by the governmental organization, it seems to be useful to reach the specialists engaged in working with older adults. If there is knowledge that should be disseminated to all employees, the meeting and the opportunity to ask questions should be considered. For instance, the evidence-based practice associated with patient care principles should be shared by a leader with great attention to staff emotions. In particular, emotions should facilitate critical thinking, which can be accomplished via understanding those of employees and promoting the desired ones. In terms of the emotional-social intelligence model, personnel adaptability and stress levels should also be taken into account.

The community and health care organizational compose the meso level of nursing, and the utilization of the climate transformation is a strategy that prioritizes the way employees perceive their workplace. In order to create and support the sense of belongingness to the given organization, the leader should initiate individual conversations with nurses. During these meetings, new knowledge can be shared to stimulate people to increase their productivity. Reavy (2016) states that through the development of collaboration across the interprofessional team, it is possible to achieve their commitment to accepting and practicing innovations. In this connection, the individual sessions may be supplanted by further group presentations.

At the macro level, APRN-prepared leaders are expected to target policies and guidelines that fundamentally change, improve, or deteriorate patient care quality. The strategy of persuasive communication is a relevant method of disseminating knowledge on national and local conferences, workshops, and forums (Reavy, 2016). Due to the contemporary burden on healthcare, there is a need to select the practices that would increase efficiency. Therefore, the leaders should choose only the best knowledge to be disseminated in a coherent, consistent, and specific way to help their colleagues in understanding the value of the proposed information to their contexts. References to previous evidence can also be used by advanced nurses to strengthen their arguments and advocate for better healthcare services and patient safety.


To conclude, knowledge dissemination is an essential area that requires nursing leaders to employ their critical thinking and problem-solving skills. In terms of the full range model of leadership, they should select the most suitable strategy to share important information at different levels. The EI strategy corresponds to the micro level needs, the climate transformation is appropriate for the meso level, and the macro level can benefit from applying the persuasive communication technique. It should be stressed, however, that the discussed strategies may be changed or combined depending on certain knowledge, environment, and employee emotions.


Maamari, B., & Majdalani, J. (2017). Emotional intelligence, leadership style and organizational climate. International Journal of Organizational Analysis, 25(2), 327-345.

Reavy, K. (2016). Inquiry and leadership: A resource for the DNP project. Philadelphia, PA: FA Davis.

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