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Emanating from these internal factors is the influence the international nursing community has on the New Zealand nursing body. New Zealand nurses are active in attuning and responding to international nursing dialogue. They contribute to topics that include the cultivation of magnet hospitals (Huerta, 2003) and the potential blurring of professional boundaries as described by Melling and Hewitt-Taylor (2003). Other examples include involvement in global nursing research that examines and contributes to the work surrounding reconstruction of health care as outlined by Schulz (2004). Nurses in New Zealand in 2008 constantly assimilate all of this variety and some of these nurses practise as clinical nurse leaders.

Clegg (2001) although not from this New Zealand perspective, acknowledges that clinical leadership of nurses is a crucial role in the maintenance of equilibrium within the constant of change. Whilst it is necessary to be equipped to manage resources and lead nurses, much more will be necessary and expected of the CNL to sustain nurses through such activity. Nurses will increasingly need to possess sound business skills, financial planning and quality assessment skills (Keith, Peat Marwick, 2001). New Zealand nurses, as summarised in their Strategic Review of Undergraduate Nursing Education report to the Nursing Council of New Zealand, will have to be culturally safe, flexible, knowledgeable and consultative in their approach. Nurses will have to respond to even greater accountability of their utilisation of the health dollar. This responsibility will be coupled with the diverse settings in which nurses and nurse leaders will practise. The nurse could be a sole practitioner or a nurse in a large hospital environment.

Lastly, the CNL, when sustaining their teams through such progress, do so within various locations and are charged with the care of aging communities and populations facing increasing social complexities. In my 28 years’ association with this DHB, I have noticed that it is now common practice within the acute care environment to see signs stating: “Verbal or physical abuse will not be tolerated”. Clinical areas are locked after certain hours and all staff, not just clinicians employed in the acute care environment, require visible personal identification. Security guards are now often present within this setting and monitoring includes the use of video surveillance. CNLs in remote rural settings have

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