You are here

Article Text

Article menu
Download PDFPDF
10 minutes with…
Ten minutes with Bob Dent, Chief Nursing Officer, Emory Health System, Georgia, USA
  1. Bob Dent1,
  2. Margaret M Luciano2
  1. 1 Emory Healthcare, Atlanta, Georgia, USA
  2. 2 WP Carey School of Business-Department of Management and Entrepreneurship, Arizona State University, Tempe, Arizona, USA
  1. Correspondence to Dr Bob Dent, Emory Healthcare, Decatur, Georgia, USA; bob.dent{at}emoryhealthcare.org

https://doi.org/10.1136/leader-2020-000370

Statistics from Altmetric.com

Request Permissions

If you wish to reuse any or all of this article please use the link below which will take you to the Copyright Clearance Center’s RightsLink service. You will be able to get a quick price and instant permission to reuse the content in many different ways.

Embedded Image

Biography

Bob Dent, DNP, MBA, RN, NEA-BC, CENP, FACHE, FAAN, FAONL

Bob Dent is vice-president of patient care and chief nursing officer for three hospitals within Emory Healthcare. He maintains academic appointments with Emory University, Texas Tech University Health Sciences Center, the University of Texas of the Permian Basin. Dr Dent is a past president of the American Organization for Nursing Leadership (formerly AONE).

Dr Dent’s career spans more than 30 years in such roles as nursing assistant, LVN, RN, assistant director of nursing, director of nursing, licensed nursing home administrator, CNO, dean of health sciences at a community college, COO and system CNO.

Dr Dent is the recipient of Modern Healthcare’s Class of 2006 Up and Comers in Healthcare Administration; Texas Organization of Nurse Executives 2013 Excellence in Leadership Award; Texas Tech University Health Sciences Center Distinguished Alumni 2014; and 2016 Richard Hader Visionary Leader Award.

Over the course of his career, Dr Dent combined his expertise in nursing and leadership to author four books, book chapters, many journal articles and presentations related to culture, improving workplace environments, interprofessional collaboration and nurse staffing.

What are the key leadership messages you want to get out to the BMJ Leader readership?

Leadership is important during all change, small and large, but it is especially crucial during dynamic, massive and multifaceted change—such as the changes prompted by the coronavirus pandemic (COVID-19). It is essential for leaders to recognise the state that we are in, understand what the front-line staff needs and assure they have it, and embrace the importance of visibility, communication and transparency.

Everything has changed and will continue to change. As we are going through these change management cycles, it is essential to understand people’s behaviours and why they might be reacting the way that they are reacting—whether it is anger, frustration or even apathy. In any change management cycle there are tough times, a valley of …

View Full Text

Footnotes

  • Twitter @bobdent, @M_M_Luciano

  • Funding The authors have not declared a specific grant for this research from any funding agency in the public, commercial or not-for-profit sectors.

  • Competing interests None declared.

  • Provenance and peer review Not commissioned; externally peer reviewed.