Voice of the President | September 2026
One of the most important responsibilities we share as nurse leaders is preparing the next generation of nurses. Creating supportive learning environments that build clinical competence, critical thinking and professional identity is central to developing nurses who can provide safe, equitable and sustainable care.
Throughout my more than 40 years in nursing and 30 years in leadership, I am convinced that championing nurses is the core responsibility of nurse leaders. But we cannot do this work alone. Supporting new nurses requires partnerships across our organizations, collaboration with the communities we serve and engagement with policymakers to create environments where nurses can succeed.
I still recall my own experience as a new nurse. While we were supported by those who came before us, expectations were different. The pace of learning was different, and nurse leaders did not have access to the extensive resources, evidence and professional development opportunities that are available today to better understand and respond to the changing needs of the workforce.
When I began my leadership journey, we often improvised support systems for new nurses because formal preparation was limited. We learned through experience, mentorship and a commitment to help others succeed.
Today, we know more. Leadership has evolved into a recognized specialty, and nurse leaders can strengthen their effectiveness through evidence-based practice and professional development opportunities such as those provided by AONL. We have a deeper understanding of the factors that influence engagement, well-being and retention, particularly during the early years of practice. We know, for example, that Gen Z nurses require more meaningful interactions with their managers than previous generations to maintain the same level of retention. Research, such as the 2026 Engaging and Retaining Gen Z Nurses: Trends and Strategies report by AONL and Laudio, provides a wealth of knowledge about the nursing workforce. Now, rather than rely on instinct, we can use evidence to design work environments and support strategies to build stronger teams and support long-term retention, as noted in Summer Teel and Lori de Celis in this issue of the Voice.
New nurses today are entering a profession shaped by workforce challenges, increasing complexity, rapid technological advancement and evolving expectations. Supporting them requires more than clinical preparation. It requires intentional leadership, meaningful connection, mentorship and commitment to creating environments where nurses can build confidence and grow as professionals. As the articles in this issue of the Voice indicate, we need to quickly adapt to the changing needs of today’s workforce to create more flexible environments where new nurses can grow, contribute and sustain long-term careers.
As nurse leaders, we have both the opportunity and the responsibility to shape the future of our profession. Let us continue to lead with purpose and wisdom, ensuring the next generation is prepared to move forward with confidence, compassion and excellence.
Catherine Larson reminds us that successful onboarding extends beyond clinical orientation. By adapting communication, clarifying expectations and creating psychologically safe environments where feedback is understood and valued, nurse leaders can help new nurses build confidence, strengthen professional identity and launch meaningful careers.
Professional governance serves as a powerful strategy for developing future nurse leaders while strengthening engagement and retention. Lenore Reilly and Samantha Toth share how a robust unit-based council and yearlong residency supports onboarding at Atlantic Health Newton Medical Center and builds a sense of belonging. The initiative reinforces that leadership development begins on day one and grows through mentorship, engagement and meaningful opportunities to lead.
Nurse residency programs are an important foundation for new nurse graduates, but they do not complete a nurse’s transition to independent practice. Brian Burns highlights the need for nurse leaders to create a sustained support structure that builds trust and sets clear expectations for new hires. The goal is to move beyond onboarding to create an environment where nurses can grow and build lasting careers.
Christina Banialis demonstrates that successful nurse retention begins during recruitment and extends well beyond orientation. Through intentional preceptor matching, therapeutic listening, structured education and ongoing mentorship, her team has created a supportive environment that fosters confidence, belonging and professional growth among new nurses.
The articles in this issue remind us that there is no single approach to preparing the next generation of nurses. We must remain open to new ideas and be willing to adapt our leadership strategies to meet the needs of an increasingly diverse workforce. Extended onboarding, meaningful mentorship, professional or shared governance and data-informed leadership are complementary strategies to help create environments where nurses feel valued, connected and equipped to succeed. As nurse leaders, we have both the opportunity and the responsibility to shape the future of our profession. Let us continue to lead with purpose and wisdom, ensuring the next generation is prepared to move forward with confidence, compassion and excellence.