{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,7,30]],"date-time":"2026-07-30T00:59:46Z","timestamp":1785373186671,"version":"3.55.0"},"reference-count":45,"publisher":"Wiley","issue":"4","license":[{"start":{"date-parts":[[2026,7,26]],"date-time":"2026-07-26T00:00:00Z","timestamp":1785024000000},"content-version":"vor","delay-in-days":25,"URL":"http:\/\/onlinelibrary.wiley.com\/termsAndConditions#vor"},{"start":{"date-parts":[[2026,7,1]],"date-time":"2026-07-01T00:00:00Z","timestamp":1782864000000},"content-version":"tdm","delay-in-days":0,"URL":"http:\/\/doi.wiley.com\/10.1002\/tdm_license_1.1"}],"content-domain":{"domain":["sigmapubs.onlinelibrary.wiley.com"],"crossmark-restriction":true},"short-container-title":["J of Nursing Scholarship"],"published-print":{"date-parts":[[2026,7]]},"abstract":"<jats:title>ABSTRACT<\/jats:title>\n                  <jats:sec>\n                    <jats:title>Introduction<\/jats:title>\n                    <jats:p>Nursing leadership was pivotal during the acute COVID\u201019 response, yet less is known about how crisis\u2010era leadership practices persisted, changed, or were replaced by new responsibilities during recovery. This study explored nursing leadership trajectories in Italy from the first pandemic wave to 5\u2009years later.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Design<\/jats:title>\n                    <jats:p>Two\u2010wave qualitative study with a longitudinal follow\u2010up subsample and a supplementary 2025 refreshment sample, conducted within a descriptive\u2013interpretive orientation.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Methods<\/jats:title>\n                    <jats:p>\n                      Semi\u2010structured interviews were conducted with nurse managers and staff nurses in Italian public healthcare settings at two time points: Phase 1 (August\u2013December 2020;\n                      <jats:italic>n<\/jats:italic>\n                      \u2009=\u200922) and Phase 2 (June\u2013September 2025;\n                      <jats:italic>n<\/jats:italic>\n                      \u2009=\u200922). Nine participants were re\u2010interviewed and 13 were newly recruited in 2025, yielding 44 interviews with 35 unique participants. Interviews were transcribed in Italian and analyzed using team\u2010based thematic analysis with a hybrid deductive\u2013inductive strategy. Deductive sensitizing domains were derived from the 2020 dataset and nursing leadership literature, while inductive analysis identified issues newly prominent in 2025. For returning participants, within\u2010case summaries supported longitudinal comparison. Reporting followed COREQ and SRQR guidance.\n                    <\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Results<\/jats:title>\n                    <jats:p>Findings are reported as patterns of continuity, change, and newly prominent phenomena rather than as uniform within\u2010person change across the full sample. Six themes described leadership trajectories: (1) sustaining emotional support and compassionate leadership; (2) adaptive leadership and system learning; (3) leading digital adoption and technology\u2010enabled care; (4) ethical challenges and moral resilience; (5) coordinating post\u2010COVID pathways across settings; and (6) workforce stewardship, shortages, and retention efforts. Across waves, participants described leadership as shifting from immediate crisis reassurance and improvisation toward institutionalized preparedness, digital change work, cross\u2010sector coordination, and workforce advocacy.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Conclusion<\/jats:title>\n                    <jats:p>Within this sample, nursing leadership was described as moving from acute crisis containment toward a broader portfolio of organizational, ethical, digital, and workforce\u2010oriented responsibilities in the post\u2010pandemic period.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Clinical Relevance<\/jats:title>\n                    <jats:p>Health organizations should proactively support nurse leaders' capacity for compassionate leadership and moral resilience, invest in digital competencies, and strengthen retention and preparedness strategies to sustain the nursing workforce beyond crisis periods.<\/jats:p>\n                  <\/jats:sec>","DOI":"10.1111\/jnu.70117","type":"journal-article","created":{"date-parts":[[2026,7,27]],"date-time":"2026-07-27T03:20:30Z","timestamp":1785122430000},"update-policy":"https:\/\/doi.org\/10.1002\/crossmark_policy","source":"Crossref","is-referenced-by-count":0,"title":["From Crisis Response to Recovery: A Two\u2010Wave Qualitative Study of Nursing Leadership Trajectories in Italy (2020\u20132025)"],"prefix":"10.1111","volume":"58","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-0131-0815","authenticated-orcid":false,"given":"Nertila","family":"Podgorica","sequence":"first","affiliation":[{"name":"Department of Nursing Science and Gerontology, Institute of Nursing Science UMIT TIROL \u2013 Private University of Health Sciences and Health Technology  Hall in Tirol Austria"},{"name":"Nursing Department Health University of Applied Sciences Tyrol  Innsbruck 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