Karlene M Kerfoot

Summary

Country: USA

Publications

  1. ncbi request reprint Leadership, civility, and the 'No Jerks' rule
    Karlene M Kerfoot
    Kerfoot and Associates, Indianapolis, IN, USA
    Nurs Econ 25:233-4, 227. 2007
  2. ncbi request reprint From blaming to proactively changing the future: the leader's safety challenge
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 26:280-1. 2008
  3. ncbi request reprint Are you tired? Overcoming leadership styles that create leader fatigue
    Karlene M Kerfoot
    API Healthcare, Hastford, WI, USA
    Nurs Econ 31:146-7, 151. 2013
  4. ncbi request reprint Is experience overrated?
    Karlene M Kerfoot
    API Healthcare, Hartford, WI, USA
    Nurs Econ 31:39-40. 2013
  5. ncbi request reprint Courage, leadership, and end-of-life care: when courage counts
    Karlene M Kerfoot
    API Healthcare, Hartford, WI, USA
    Medsurg Nurs 21:319-20, 313. 2012
  6. ncbi request reprint The pursuit of happiness, science, and effective staffing: the leader's challenge
    Karlene M Kerfoot
    API Healthcare, Hartford, WI, USA
    Nurs Econ 30:305-6, 260. 2012
  7. ncbi request reprint Courage, leadership, and end-of-life care: when courage counts
    Karlene M Kerfoot
    Kerfoot and Associates, Inc, Milwaukee, WI, USA
    Nurs Econ 30:176-8. 2012
  8. ncbi request reprint Is nurse executive/nurse management practice a profession?
    Karlene M Kerfoot
    Kerfoot and Associates, Inc, Milwaukee, WI, USA
    Nurs Econ 30:38-9. 2012
  9. ncbi request reprint Direct decision making vs. oblique decision making: which is right?
    Karlene M Kerfoot
    Kerfoot and Associates, Inc, Milwaukee, WI, USA
    Nurs Econ 29:290-1. 2011
  10. ncbi request reprint The art and neurobiology of connection: the leader's challenge
    Karlene M Kerfoot
    Kerfoot and Associates, Inc, Milwaukee, WI, USA
    Nurs Econ 29:94-5. 2011

Detail Information

Publications37

  1. ncbi request reprint Leadership, civility, and the 'No Jerks' rule
    Karlene M Kerfoot
    Kerfoot and Associates, Indianapolis, IN, USA
    Nurs Econ 25:233-4, 227. 2007
    ..Nurse leaders have the opportunity of changing the self-interest behavior of jerks in our communities of caring...
  2. ncbi request reprint From blaming to proactively changing the future: the leader's safety challenge
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 26:280-1. 2008
    ..Many nurses have left their positions because they have chosen not to work in a culture of blame. Eliminating all forms of blame is essential for excellence in patient care outcomes and loyalty of staff...
  3. ncbi request reprint Are you tired? Overcoming leadership styles that create leader fatigue
    Karlene M Kerfoot
    API Healthcare, Hastford, WI, USA
    Nurs Econ 31:146-7, 151. 2013
    ..Doing "nothing" allows your staff to grow as people and as a team, and you will be free to do the work of the leader, and not be tired...
  4. ncbi request reprint Is experience overrated?
    Karlene M Kerfoot
    API Healthcare, Hartford, WI, USA
    Nurs Econ 31:39-40. 2013
    ..Outsiders can be very successful if health care leaders can be open to different and successful models that have been effective elsewhere. e must find these people and successfully recruit them to our organizations...
  5. ncbi request reprint Courage, leadership, and end-of-life care: when courage counts
    Karlene M Kerfoot
    API Healthcare, Hartford, WI, USA
    Medsurg Nurs 21:319-20, 313. 2012
    ..Everyone benefits personally and financially, including our communities and nation, when courageous leaders advocate successfully for effective end-of-life care...
  6. ncbi request reprint The pursuit of happiness, science, and effective staffing: the leader's challenge
    Karlene M Kerfoot
    API Healthcare, Hartford, WI, USA
    Nurs Econ 30:305-6, 260. 2012
    ..We need a serious call to action in health care that will implement the research about happy organizations and their success. Our stakes are high; we must do no harm...
  7. ncbi request reprint Courage, leadership, and end-of-life care: when courage counts
    Karlene M Kerfoot
    Kerfoot and Associates, Inc, Milwaukee, WI, USA
    Nurs Econ 30:176-8. 2012
    ..Everyone benefits personally and financially, including our communities and nation, when courageous leaders advocate successfully for effective end-of-life care...
  8. ncbi request reprint Is nurse executive/nurse management practice a profession?
    Karlene M Kerfoot
    Kerfoot and Associates, Inc, Milwaukee, WI, USA
    Nurs Econ 30:38-9. 2012
    ..This is an ideal time to reflect on the practice of nursing management and executive practice. We must examine nursing management practice and learning deliberately from our experience...
  9. ncbi request reprint Direct decision making vs. oblique decision making: which is right?
    Karlene M Kerfoot
    Kerfoot and Associates, Inc, Milwaukee, WI, USA
    Nurs Econ 29:290-1. 2011
    ..Obliquity leadership is very appropriate for health care because of its constantly changing environment. Obliquity leadership and shared governance are great partners in reaching higher levels of involvement and high performance...
  10. ncbi request reprint The art and neurobiology of connection: the leader's challenge
    Karlene M Kerfoot
    Kerfoot and Associates, Inc, Milwaukee, WI, USA
    Nurs Econ 29:94-5. 2011
    ..What we do as leaders creates a physiological reaction and a basis for effective or ineffective work units...
  11. ncbi request reprint The power of collaboration with patient safety programs: building safe passage for patients, nurses, and clinical staff
    Karlene M Kerfoot
    Clarian Health Partners, Indianapolis, Ind, USA
    J Nurs Adm 36:582-8. 2006
    ..The authors outline a healthcare system's use of all available resources to build a patient safety program...
  12. ncbi request reprint The transparent organization: leadership in an open organization
    Karlene Kerfoot
    Kerfoot Associates, Indianapolis, IN, USA
    Urol Nurs 26:409-10. 2006
    ..As the operating framework of partnerships and transparency becomes one that our staff and patients expect, our ability to handle openness will be an important way in which we are judged...
  13. ncbi request reprint Nursing research in leadership/management and the workplace: narrowing the divide
    Karlene M Kerfoot
    Kerfoot and Associates, Inc, Indianapolis, IN 46202, USA
    Nurs Adm Q 30:373-4. 2006
  14. ncbi request reprint Beyond busyness: creating slack in the organization
    Karlene Kerfoot
    Principal, Kerfoot and Associates, Indianapolis, IN, USA
    Nurs Econ 24:168-70. 2006
    ..Nurse leaders must be the architects of participation and allow this to happen...
  15. ncbi request reprint Authentic leadership
    Karlene Kerfoot
    Principal, Kerfoot and Associates, Indianapolis, IN, USA
    Nurs Econ 24:116-7. 2006
  16. ncbi request reprint Leadership: social identity and guiding from within
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, USA
    Nurs Econ 25:296-8. 2007
    ..The most successful have expertise in assessing the social identity of groups and developing a commonality of a shared vision that represents the best work of the group and of the leader...
  17. ncbi request reprint Denial and immunity to change: it starts with the leader
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 27:422-3. 2009
    ..We have many opportunities to help organizations and leaders think through the roadmap that makes our immune systems switch off when new, helpful information is trying to enter...
  18. ncbi request reprint The synergy model: the ultimate mentoring model
    Karlene M Kerfoot
    Clarian Health Partners, 550 North University Boulevard, Room 1602, Indianapolis, IN 46202 5250, USA
    Crit Care Nurs Clin North Am 17:109-12, ix. 2005
    ..Karlene Kerfoot, and Marilyn Cox, the Senior Vice President for Nursing and Patient Care at Riley Hospital for Children, describe their vision of and strategies for a new approach to mentoring professional nursing staff...
  19. ncbi request reprint From metaphor to model: the Clarian Safe Passage Program
    Kathryn Rapala
    Risk Management and Patient Safety, Clarian Health Partners, Indianapolis, IN, USA
    Nurs Econ 23:201-3, 200. 2005
  20. ncbi request reprint Healthy work environments: enroute to excellence
    Karlene M Kerfoot
    Clarian Health Partners, Indianapolis, Ind, USA
    Crit Care Nurse 25:72, 71. 2005
  21. ncbi request reprint Keeping nurses in nursing: the executive's challenge
    Karlene M Kerfoot
    Clarian Health, Nursing Practice, Indiana School of Nursing, Indianapolis, IN, USA
    Urol Nurs 23:200-2. 2003
    ..Strategies that include and extend beyond a local nursing unit or institution are proposed that require everyone to invest in synergestic strategies to improve the quality of the work environment for all nurses...
  22. ncbi request reprint Leaders, self-confidence, and hubris: what's the difference?
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 28:350-1, 349. 2010
    ..Humility, gratitude, and appreciation will avoid the overconfidence that leads to hubris. Building confidence in others is the mark of a great leader. Hubris is not...
  23. ncbi request reprint Offer "safe passage" to patients
    Karlene M Kerfoot
    Clarian Health Partners, USA
    Nurs Manage 36:36, 38-40. 2005
    ..Review key points and recommendations from Clarian Health's patient safety initiatives...
  24. ncbi request reprint Leadership: social identity and guiding from within
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Dermatol Nurs 21:45-7. 2009
    ..The most successful have expertise in assessing the social identity of groups and developing a commonality of a shared vision that represents the best work of the group and of the leader...
  25. doi request reprint Alignment of the system's chief nursing officer: staff or direct line structure?
    Karlene M Kerfoot
    Kerfoot and Associates, Milwaukee, Wisconsin 46202, USA
    Nurs Adm Q 36:325-31. 2012
    ..This article describes these 3 structures and the support infrastructure necessary for each model...
  26. ncbi request reprint Good is not good enough: the culture of low expectations and the leader's challenge
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 27:54-5. 2009
    ..When there is a sense of ownership and commitment to the mission and to patients, the culture of low expectations cannot exist...
  27. ncbi request reprint What you permit, you promote
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 27:245-6, 250. 2009
    ..When staff own the organization's values and standards, they become the standard bearers, coaches, and enforcers of the drive to excellence...
  28. ncbi request reprint Leading in times of turmoil: adaptation when there are no easy answers
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 27:341-2. 2009
    ..The successful leader will help staff prepare for several possible scenarios and will equip them with possibilities for the future. Adaptive leadership is a viable model to carry us into the future...
  29. ncbi request reprint Listening to see: the key to virtual leadership
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 28:114-5, 118. 2010
    ..It is a difficult adjustment for some leaders to move from traditional leadership modalities to the skills necessary for virtual leadership. New skills of creating a high-performance group across diverse boundaries are necessary...
  30. ncbi request reprint Hospitality and service: leading real change
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 26:191-2, 194. 2008
    ..Moving from the service mindset in health care to the hospitality mindset that engages people positively and emotionally is what healing is all about...
  31. ncbi request reprint Doing what only you can do: the challenge to the promoted leader
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 28:403-4. 2010
    ..The transition to an effective executive is a continual journey, not a destination. Designing a roadmap with effective skills and strategies will help make your professional and personal life journey more rewarding and successful...
  32. ncbi request reprint Solving leadership problems by going to the zoo: the pull of diverse experiences
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 28:212-3, 211. 2010
    ..Immersing people in situations where they can share openly with very diverse people and ideas will create the culture consistent with behaviors that eagerly engage in seeking diverse answers to the issues of the future...
  33. ncbi request reprint Moving toward zero: the leader's mandate
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 26:331-2. 2008
    ....
  34. ncbi request reprint Leadership and learning from the politicians
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 26:59-60. 2008
    ..The successful leader must first make the commitment to practice evidence-based leadership by examining best practices and modeling her/his leadership practice after these models...
  35. ncbi request reprint Renewing the spirit: sanctuaries for healing
    Karlene M Kerfoot
    Clarian Health Partners, Indianapolis, Ind, USA
    Reflect Nurs Leadersh 30:20-3, 44. 2004
  36. ncbi request reprint Out with computer literacy, in with information literacy: the nurse manager's challenge for the 21st century
    Karlene M Kerfoot
    Nursing and Patient Care Services, Indiana School of Nursing, Indianapolis, IN, USA
    Semin Nurse Manag 10:114-6. 2002
    ..This article examines some of the challenges facing nursing as it attempts to turn data into information and usable knowledge...
  37. ncbi request reprint The neuropsychology of good leaders making dumb mistakes
    Karlene M Kerfoot
    Aurora Health System, Milwaukee, WI, USA
    Nurs Econ 27:134-5. 2009
    ..Encourage dissent, discuss "red flag" conditions openly, and admit mistakes. The job of a leader is too important to allow irrational neuropsychological patterns of thought to rule...