HOSPITAL CEOS, CFOS, AND NURSE EXECUTIVES - OPPORTUNITIES FOR A NEW ALLIANCE

This article examines the involvement of Utah acute care hospital nurs e executives (NEs) in financial management roles. The authors surveyed NEs and their career supporters and hinderers. Findings suggest that NEs: 1. lack financial management skills, support, involvement, and sa tisfaction; 2. recognize financial management's importance and desire to improve performance; and 3. consider chief executive officers (CEOs ) as their major supporters and chief financial officers (CFOs) their major hinderers in financial management. These ''supporters'' and ''hi nderers'' of NEs showed consensus regarding the primacy of NEs' leader ship and patient advocacy roles. These findings contrast with major pr ofessional association policy directives and expert opinions that advo cate expanded financial management roles for NEs that will enable them to fully realize their executive potential. CEOs are positioned to es tablish norms that balance the traditional leadership-patient advocacy roles of NEs with newer financial management roles. CEOs can offer NE s and CFOs opportunities to improve NEs' financial management particip ation and performance. CEOs can provide empowerment and encourage CFOs to offer NEs ''power tools'' (for example, information, expertise, re sources, and support). The three groups, however, must negotiate reaso nable expectations for NEs in financial management and adequate prepar ation for these consequent responsibilities. Together, CEOs, CFOs, and NEs can successfully take hospitals into the future by leading them i n ongoing learning and change.