| Course | NR 670 Advanced Nursing Leadership Concluding Graduate Experience |
|---|---|
| Week | 7 |
| Paper type | Development plan |
| Length | About 1,120 words, 5 pages |
| Format | APA 7 student paper |
| School | Chamberlain University |
| Program | MSN, Nurse Executive |
| Updated | October 2026 |
Free sample paper for NR 670 Week 7
Development Plan: From Assistant Manager to Nurse Manager of a Medical Unit, With Each Gap From the Self-Inventory Turned Into an Object Someone Must Agree To
Student Name
College of Nursing, Chamberlain University
NR 670: Advanced Nursing Leadership Concluding Graduate Experience
Instructor Name
Month Day, Year
Development Plan: From Assistant Manager to Nurse Manager of a Medical Unit, With Each Gap From the Self-Inventory Turned Into an Object Someone Must Agree To
The Next Role
Nurse manager of an adult medical unit of 30 to 40 beds, with 24-hour accountability for staffing, budget, quality and about 60 staff. The hospital's job description for this post exists, and the current manager of my unit has said the post on the sister medical unit will open within eighteen months.
What I Could Take Tomorrow
Scheduling and staffing: I build the unit's six-week schedule and run the morning huddle. Daily operations and patient flow: I have been charge nurse for six years. Practice improvement at the unit level: I led the fall huddle redesign and co-chair the practice council. Staff conflicts with a rule to apply: I decided the holiday dispute and attended to the nurse who lost.
What I Could Not Take Tomorrow
The four thin or empty rows from my week 2 inventory: producing a budget variance report, contributing to strategy, holding a written career plan and showing relationship management in documents others can see. To these the job description adds two I did not list: hiring decisions, which I have observed but not made, and performance management of a struggling employee, which I have never led.
Commitments, Each Written as an Object
Gap 1, financial management. Object: a monthly budget variance report for the unit, produced by me for three consecutive months, January to March 2027, and presented to the unit manager and the director of medical nursing. Who must agree: the unit manager, to share the budget system access and let me produce the report; the director, to accept me presenting it. Asked on 12 October; the manager agreed, the director's answer is pending.
Gap 2, strategic management. Object: a written section of the medical service line's fiscal 2028 plan, on night staffing and admissions, drafted by me and reviewed by the director. Who must agree: the director, who leads the planning process. To be asked in November, when planning begins.
Gap 3, career planning. Object: this plan, signed by me and the unit manager, reviewed every six months. Who must agree: the unit manager. Agreed in principle on 12 October.
Gap 4, relationship management in visible form. Object: a written summary of the next three staffing disagreements I help resolve, using the same format as the 8 September huddle, shared with the day charge nurse for comment. Who must agree: the day charge nurse. Agreed.
Gap 5, hiring. Object: participation as a voting member on two interview panels for registered nurses, with a written rationale for my vote each time. Who must agree: the unit manager and human resources. To be asked when the next posting opens.
Gap 6, performance management. Object: under the manager's supervision, leading one performance improvement plan from first meeting to close, with the manager present at each meeting. Who must agree: the unit manager, and human resources for the process. This is the gap most likely to be refused, because performance plans are sensitive and depend on there being an employee who needs one.
Why These Six and Not More
The job description lists more duties than these, such as regulatory readiness and recruitment events. I chose the six where I have no evidence at all or where the evidence is mine alone. Duties where I have some evidence, such as regulatory readiness through the fall huddle work, can wait for the six-month review.
What Supports the Plan
The unit manager has agreed to review it every six months and to sign it. The director has been asked about the variance presentation. Human resources has a standard process for including assistant managers on interview panels, which makes gap 5 easier than it looks. Support for new managers matters: new nurses and new leaders who lack it report more strain and leave more often (Laschinger et al., 2010), and the plan is partly a way of getting that support before the role begins.
Timeline
Dates are set against the hospital's calendar, including the planning cycle that begins in November. October to December 2026: budget system access and training; first interview panel if a post opens. January to March 2027: three variance reports. November 2026 to February 2027: strategic plan section. As the need arises: performance plan. April 2027: six-month review of this plan with the manager.
When Permission Is Refused
If the director declines the variance presentation, I will present the reports to the unit manager only and ask again at the six-month review. If no performance plan arises, I will ask to co-lead the next one on the sister unit, with that manager's agreement. If hiring panels are not open to me, I will ask to observe and write a shadow rationale that the manager can compare with the panel's decision. Each fallback still leaves an object, even if a smaller one, so that a refusal slows the plan without stopping it. Writing the fallbacks now, before any refusal, also makes it easier to ask, because the person asked can see that a no will not end the conversation. The aim is that by the six-month review every gap has at least one piece of evidence someone else can see.
Why These Gaps Matter for the Role
Nurse manager competencies span the business, the people and the leader's own development (American Organization of Nurse Executives, 2015). My strengths are almost all in the middle domain. Leadership that builds relationships is associated with better staff outcomes (Cummings et al., 2018), but a manager who cannot read a budget or plan ahead cannot protect the staffing that those relationships depend on.
How Progress Will Be Shown
Each object will be filed in a folder the unit manager can see: the variance reports, the plan section, the signed plan, the disagreement summaries, the panel rationales and the performance plan notes. At the April review, the manager and I will read the folder together and mark each gap as closed, partly closed or still open. A gap closes only when its object exists and the person who had to agree confirms it was done properly.
What Is Not in the Plan
A doctoral degree, a certification in executive nursing and a move to a larger hospital. Each might come later; none is needed for the next role.
References
American Organization of Nurse Executives. (2015). AONE nurse manager competencies. American Organization of Nurse Executives.
Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P. M., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19-60. https://doi.org/10.1016/j.ijnurstu.2018.04.016
Laschinger, H. K. S., Grau, A. L., Finegan, J., & Wilk, P. (2010). New graduate nurses' experiences of bullying and burnout in hospital settings. Journal of Advanced Nursing, 66(12), 2732-2742. https://doi.org/10.1111/j.1365-2648.2010.05420.x
The Chamberlain NR 670 Week 7 instructions
Name a next role real enough to have a job description behind it, not an ambition. Say which parts of that role you could take tomorrow and which you could not. Carry the gaps forward from your earlier self-inventory rather than finding new ones by introspection, adding any the job description reveals. Write each commitment as an object someone could see, such as a report you will build and present, not a quality you will develop. Name the person who has to agree to let you do it, and record whether they have. Give a timeline set against your organization's calendar. Say what you will do if permission is refused, so that a no slows the plan rather than stopping it.
Inside the NR 670 Week 7 example
The sample's next role is nurse manager of a 30- to 40-bed medical unit. Ready now are scheduling, daily operations, unit improvement and rule-based conflict decisions. Six gaps follow, four from the inventory and two from the job description. Commitments include three monthly variance reports with manager and director agreement, a section of the fiscal 2028 service line plan, a plan signed by the manager, written summaries of three disagreements, rationales from two interview panels and a supervised performance plan. A timeline runs to an April review, a folder will hold the objects and each commitment has a fallback, such as presenting reports to the manager alone. The plan explains why these six gaps come first and lists what it leaves out.
Reading the NR 670 Week 7 grading rubric
Development plans lose most when they name an ambition, such as executive leadership, rather than a post with a job description. Next are gaps invented fresh rather than carried from earlier evidence, which makes the plan look disconnected from the course. Commitments written as qualities, such as developing financial confidence, cannot be checked. Many plans never name who must agree, so commitments depend on permissions nobody has asked for. Timelines that ignore the organization's calendar promise things that cannot happen. Plans with no fallback for refusal stop at the first no, which is usually where real development plans are tested. Plans that never say how progress will be shown also leave the review with nothing to look at.
NR 670 Week 7 help from the desk
Turning gaps into objects someone must approve takes more conversations than most students expect. Starting from your inventory and the job description, we can name the gaps, write each commitment as an object and identify who must agree. We can also help you set a timeline against your organization's calendar and write fallbacks for refusal. Asking for the first permission before submitting the plan usually shows how realistic it is. The plan and its commitments are yours. Planning how progress will be shown at review is part of that help too.
Get a NR 670 Week 7 example written to your instructions
Send the instructions and rubric your section publishes and a custom NR 670 example comes back inside 24-48h, the first one free. Tell us the role you are aiming at and roughly how far off it feels, because a plan written toward a charge post and a plan written toward a director post share almost nothing.
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NR 670 Week 7 questions, answered
What if the role I want does not exist at my site?
Plan toward it anyway and say where it does exist. Parts of the work can usually be approximated locally: a project carrying a budget, a committee seat, a stretch of covering for somebody senior. Name the substitutes and what they fail to cover, since a shortfall you can identify is itself evidence that you understand the role.
How many commitments should the plan carry?
Fewer than a first draft usually holds. Three or four commitments that will genuinely happen read as judgment, while ten reads as a wish list and faculty have seen enough of those to discount them on sight. If the self-inventory produced eight gaps, rank them and say why the ones left out can wait, which is itself a leadership decision.
Does the plan have to include further study?
Not necessarily, and a plan made only of courses is usually the weaker version. A certificate speaks to knowledge, while this course is appraising conduct, so most commitments belong inside a workplace. Where study genuinely fills a gap, say what you will do with it afterward and the entry stops looking like padding.
Where can I find a free NR 670 Week 7 sample paper?
The finished development plan from assistant manager to nurse manager, with six commitments written as objects, is available here in full.
Why does the NR 670 Week 7 plan include fallbacks for refusal?
Each commitment depends on someone else's permission, and a written fallback keeps a refusal from stopping that part of the plan.