Advanced Practitioner Leadership Course

1. Leadership Fundamentals
2. Professionalism and Emotional Intelligence
3. Effective Communication
4. Developing Strategic Influencing Skills
5. People Management
6. Engagement and Succession Planning
7. Business Results for AP Leaders
8. Productivity and Maximizing AP Value
9. Strategic Planning and Change Management
10. Ethical Leadership and Cultural Humility
11. Pharmacy Leadership Considerations

  • Contains 8 Component(s)

    This module introduces the core principles of leadership and explores why leadership is essential for advanced practitioners working in today’s complex healthcare environment. Learners will examine modern leadership theories, styles, and competencies and how they apply to interdisciplinary oncology teams. Through reflection and practical frameworks, participants will begin developing their personal leadership vision and values. The module provides a foundation for understanding leadership as influence and prepares learners to grow as confident, authentic leaders.

    • Introduction
    • Defining leadership and why it matters for APs
    • Leadership theories, styles, and competencies
    • Developing your leadership vision and core values
    • Summary and case studies
    • Post test

    •Define leadership and describe why effective leadership is essential in today’s complex healthcare environment.
    •Explain the role of advanced practitioners (APs) as leaders within interdisciplinary healthcare teams
    •Compare and contrast modern leadership theories and styles in health care, and discuss their application to AP practice and team success
    •Identify core competencies within an AP leadership framework, and assess how these competencies can be developed and applied across clinical, operational, and strategic domains
    •Develop a personal leadership vision and core values statement that reflects authentic leadership, professional identity, and alignment with organizational mission and patient-centered care

    Steven Wei, EdD

    EdD, MPH, MS, PA-D, DFAAPA

    MD Anderson Cancer Center

    Steven Wei is a Surgical Oncology PA at MD Anderson Cancer Center in Houston, TX.  For over 26 yrs, he has worked in the outpatient Hepato/ pancreas/ biliary clinic and also serves as APP Manager, as well as an Associate Medical Director of our Colorectal Center.  Steven enjoys coaching, mentorship, and leadership development.Steven is involved in several organizations, including the APSHO Board of Directors. Outside of work, Steven is happily married with 4 kids and they love to travel… Steven enjoy tennis, Texas Longhorn sports, and serving on medical missions and will be serving on his first medical trip to the Amazon later this summer.

    Steven Wei has no relevant financial relationships to disclose. 

  • Contains 8 Component(s)

    This module explores how professionalism and emotional intelligence shape effective advanced practitioner leadership. Learners will develop skills in self-awareness, emotional regulation, and empathy to support team collaboration and patient-centered care in high-stress healthcare environments. Practical strategies for conflict management, professional communication, and maintaining psychological safety are emphasized. Participants will gain tools to strengthen resilience, foster trust, and lead teams with integrity and compassion.

    •Introduction
    •Professionalism in and out of the workplace for your team and yourself
    •Professional electronic communication
    •Avoiding favoritism
    •Components of emotional intelligence
    •Self-awareness and empathy in high-stress environments
    •Managing emotions during difficult conversations
    •Leadership case study
    •Summary
    •Post test

    • Apply professionalism tactics to health-care leadership environments
    • Explain the components of emotional intelligence (EI) and its relevance to AP leadership
    • Apply strategies for self-awareness and managing emotions in high-stress environments
    • Demonstrate conflict resolution skills to promote team harmony and prevent burnout

    MIley Wilkes (Moderator)

    DNP, APRN, CNP

    Pharmacosmos Therapeutics

    Dr. Mailey Wilks is nurse practitioner from Cleveland, Ohio, with nearly 20 years of experience in health care, the last 12 years focused on hematology/oncology. She began her career as a patient care assistant during nursing school and obtained her undergraduate nursing degree in 2010 from Wheeling Jesuit University. She began her BSN role in cardiology at Cleveland Clinic. She quickly pursued her passion for education and achieved her MSN from Kent State University in 2014 and her Doctorate of Nursing Practice from Walden University in 2019. During that time, she worked at Cleveland Clinic Taussig Cancer Institute as both a nurse practitioner and AP leader. Through her several years of leadership experience, she helped develop and execute AP-led programs such as a Cancer Thrombosis Clinic, Oncology Rapid Access Clinic, Anemia Virtual Consult Clinic, and an AP Hematology Oncology Fellowship. She also holds an adjunct faculty role at Kent State University for their nurse practitioner program. Due to her passion for education and leadership, she recently took a new role as a medical science liaison for a pharmaceutical company in which she supports HCPs through scientific exchange in the disease states of iron deficiency anemia and ES-SCLC. She considers herself to be a lifelong learner who thrives on the opportunities to mentor other APs and develop education programs that support hematology/oncology clinical practice, leadership, and patients

    Mailey Wilks has the following relevant financial disclosures:

    Pharmacosmos–Employment as a Medical Science Liaison 

  • Contains 13 Component(s)

    This module focuses on communication strategies that enable advanced practitioners to lead successfully across teams, departments, and organizational levels. Learners will practice techniques for active listening, leading productive meetings, delivering feedback, and navigating difficult conversations. The course also introduces methods for communicating effectively with executives by translating clinical priorities into organizational and strategic language. By the end of the module, participants will be equipped to build trust, improve collaboration, and drive meaningful change through communication.

    •Introduction
    •Communication across teams, peers, and executives
    •Active listening and leading meetings
    •Speaking the language of hospital administrators
    •Methods for better difficult conversations
    •Coaching, giving feedback, and hard conversations
    •Electronic communication strategies
    •Summary
    •Post Test

    •Apply effective communication strategies (techniques) to engage and collaborate with diverse stakeholders in clinical and organizational settings.
    •Demonstrate the ability to lead structured team meetings and apply techniques for delivering constructive feedback to improve team effectiveness.
    •Demonstrate strategies for electronic communication in professional settings.

    Kate Martin (Moderator)

    PA-C, MBA

    Dana-Farber Brigham and Women's Cancer Center

    Kate Martin, PA-C, MBA, is the Director of APPs for Mass General Brigham (MGB) Department of Radiation Oncology and Director of APPs for the Department of Medical Oncology at Brigham and Women’s Hospital (BWH) in Boston.

    Kate began her career as a radiation therapist in 2007 at Roswell Park Cancer Institute in Buffalo, NY, before completing her Honours BSc in Neurobiology at Brock University and attending Weill Cornell Medical College where she obtained her Physician Assistant degree. She completed her MBA at Boston University’s Questrom School of Business.

    She started her career in inpatient medical oncology and neurosurgery. She ultimately joined the Department of Radiation Oncology in 2017 and rejoined the Department of Medical Oncology in 2025. Her primary clinical focus is adult and pediatric diseases of the central nervous system, both in the ambulatory and inpatient setting. Her administrative role focuses on oncology APP strategy, utilization of APPs in radiation and medical oncology, leadership development, and systems integration.

    Kate Martin, PA-C, MBA has no relevant financial relationships to disclose.

  • Contains 11 Component(s)

    This module teaches advanced practitioners how to influence decisions, gain stakeholder buy-in, and lead organizational initiatives through strategic thinking. Learners will explore how to design persuasive institutional proposals and business plans aligned with healthcare system priorities and outcomes. The course emphasizes stakeholder analysis, data-driven storytelling, and communication strategies that support sustainable program development. Participants will gain practical skills to transform innovative ideas into actionable initiatives that advance patient care and organizational success.

    •Introduction
    •Becoming an influential leader
    •Developing an institutional proposal
    •Developing a business plan
    •Keys to developing influencing skills
    •Ensuring project success
    •Case study
    •Summary
    •Post Test

    • Identify essential components of a strong proposal and business plan
    • Analyze the interest and concerns of various stakeholders and tailor communication to engage stakeholders and present proposals persuasively
    • Understand the importance of mapping proposals to broader institutional goals, policies, and requirements to facilitate greater, long-term buy-in.

    Wendy Vogel (Moderator)

    MSN, FNP, FAPO

    APSHO, Executive Director

    Wendy is a nationally recognized oncology nurse practitioner, founding Board Member and Executive Director of APSHO, and a tireless advocate for the role of the advanced practitioner in cancer care. She’s an award-winning educator, sought-after speaker, and driving force behind AP-focused education, collaboration, and innovation. Wendy brings contagious enthusiasm for all things oncology, advanced practice, and team-based care — inspiring clinicians to lead with knowledge, heart, and purpose.

    Ms. Vogel is a board-certified advanced oncology certified nurse practitioner and a certified family nurse practitioner. She is recognized as an APSHO distinguished Fellow of Advanced Practice in Oncology (FAPO).

    Wendy Vogel has no relevant financial relationships to disclose

  • Contains 16 Component(s)

    This module prepares advanced practitioner leaders to effectively manage teams across the full employee lifecycle, including recruitment, onboarding, performance development, and retention. Learners will explore the partnership between leadership and human resources to support equitable policies, workforce well-being, and sustainable staffing models. The course introduces practical strategies for mentorship, performance evaluation, difficult conversations, and managing hybrid or remote teams. Participants will gain actionable tools to cultivate thriving, engaged teams while maintaining accountability, compliance, and high-quality patient care.

    • Introduction
    • Human Resources
    • Recruitment
    • Onboarding
    • Retention
    • Performance Improvement
    • Summary
    • Post Test
    • Describe the roles and responsibilities of human resources in supporting the AP leader
    • Describe best practices for onboarding and retaining APs
    • Design and implement performance evaluation and professional development plans that support AP development
    • Develop strategies to manage the combination of onsite, hybrid, and remote teams
    • Integrate policies and procedures to manage compliance, employee well-being, and workforce sustainability

    Suzanne McGettigan (Moderator)

    MSN, CRNP, ANP-BC, AOCN

    Suzanne McGettigan is an oncology nurse practitioner and Clinical Director of Advanced Practice Providers and Nursing in the ambulatory practices of the Division of Hematology-Oncology at Penn Medicine at the University of Pennsylvania. She has been a nurse practitioner in the Melanoma and Cutaneous Malignancies Program since 2003 as well as working in other disease-based specialties within the division.

    She is the Director of Clinical Services in the Tara Miller Melanoma Center. She also is a clinical associate at the University of Pennsylvania School of Nursing in the graduate nurse practitioner program.

    She has been a sub-investigator on several therapeutic clinical trials and is a member of the NCCN Management of Immunotherapy-Related Toxicities panel. She has published articles in peer-reviewed journals detailing nursing and APP care of patients and provided lectures nationally on these topics.

    Ms. McGettigan has lectured locally and nationally on the importance of clinical leadership development, mentorship, adequate onboarding for new-to-practice APPs, and the development of metrics to more accurately account for APP work in oncology.

    Suzanne McGettigan has the following relevant financial disclosures:
    Speakers Bureau

    • BMS
    • Pfizer
    • Regeneron

    Advisory Board

    • BMS
    • Merck
  • Contains 8 Component(s)

    This module explores how advanced practitioner leaders can strengthen team engagement while preparing the next generation of leaders. Learners will examine the drivers of burnout, disengagement, and workforce turnover, and apply evidence-based strategies to promote well-being and resilience within clinical teams. The course introduces structured approaches to succession planning, including identifying high-potential leaders and supporting professional development pathways. Participants will gain practical tools to build trust, sustain team performance, and ensure leadership continuity within their organizations.

    • Introduction
    • Burnout
    • Disengagement
    • Well-being
    • Personal well-being
    • Resilience
    • Well-being in the workplace
    • Succession planning
    • Summary
    • Post Test
    • Implement engagement strategies to build trust and promote team wellbeing
    • Identify leadership roles and develop succession plan
    • Identify and mentor emerging AP leaders for succession planning

    Meredith Beaton (Moderator)

    AG-ACNP, RN, MSN

    University of Colorado

    Meredith is an Assistant Professor of Medicine at the University of Colorado. She also serves as an adjunct professor at the CU School of Nursing, the Medical Director for the Bone Marrow Transplant Unit, and the Associate Vice Chair for APP Development and Mentorship. After completing her BA at Wellesley College and MA at Colombia University, Meredith worked for several years as a middle school teacher. She then attended the Yale School of Nursing and worked as a nurse in pediatric oncology and transplant and Yale-New Haven Hospital. After graduating with her Acute Care NP degree in 2016, she joined the Hematology Division at CU. When not working, she enjoys exploring the outdoors with her husband and four daughters.

    Meredith Beaton has the following relevant financial disclosures:
    • Consultant, SOBI
  • Contains 18 Component(s)

    This module demystifies health-care finance and equips advanced practitioners with the business knowledge needed to lead effectively within modern health systems. Learners will explore healthcare economics, revenue cycle fundamentals, budgeting, and financial forecasting while interpreting how AP work translates into organizational value. The course examines reimbursement models, regulatory influences, and care delivery structures that impact AP practice and operational outcomes. Participants will develop the financial literacy needed to advocate for resources, design sustainable programs, and align clinical initiatives with organizational strategy.

    • Introduction
    • Business Basics
    • Healthcare Economics
    • Revenue Cycle, Billing and Coding
    • Budgeting and Financial Forecasting
    • AP Care Models and Value
    • Value-based Metrics
    • Payer mix and Prior Authorization
    • Regulatory Agencies
    • Summary
    • Post Test
    • Analyze health-care economic principles impacting AP practice
    • Interpret financial data and apply budgeting principles to AP leadership
    • Describe different AP care models and their value
    • Evaluate the impact of regulatory and reimbursement models on AP operations

    Maitry Patel, MBA, CHE, CCPA (Moderator)

    University Hospitals

    Maitry Patel, a dedicated leader and certified health executive in radiation oncology and a Canadian certified physician assistant, serves as the Manager of Clinical Operations at University Hospitals in Cleveland, Ohio. In her current role, Maitry oversees day-to-day activities across the main academic campus and five network locations, focusing on standardizing policies and practices, developing patient education materials, and aligning care delivery processes. Her commitment to excellence ensures that her teams consistently meet high standards for patient care and accreditation. Before her role in Cleveland, Maitry led data analytics, program development, and strategic partnerships at Princess Margaret Cancer Centre in Toronto, where she harnessed her 8 years of clinical expertise as a radiation oncology PA across multiple disease sites. Maitry’s dedication to oncology care extends to her involvement with the Association of Physician Assistants in Oncology, where she chairs the annual conference and advocates for policy improvements and expanded access to allied oncology services. Passionate about health-care policy, patient education, and process optimization, Maitry is committed to advancing the field of radiation oncology and supporting her colleagues and patients with a foundation of continuous learning and compassionate leadership.

    Maitry Patel has no relevant financial relationships to disclose.

  • Contains 12 Component(s)

    This module focuses on defining, measuring, and communicating the value of advanced practitioners beyond traditional productivity metrics. Learners will review performance evaluation frameworks, workload data, and strategies for aligning AP contributions with institutional goals and strategic priorities. The course highlights approaches to balancing clinical productivity, leadership responsibilities, and non-billable activities that drive organizational success. Participants will gain tools to articulate return on investment, support workforce sustainability, and optimize AP role design within oncology practice.

    • Introduction
    • Key metrics for AP performance
    • Beyond RVUs: capturing the value of APs
    • Aligning AP metrics with organizational metrics
    • Negotiating with productivity metrics
    • Summary
    • Post Test
    • Identify key metrics for measuring AP performance and value
    • Develop strategies to align AP metrics with institutional goals
    • Apply productivity tools to balance clinical and leadership responsibilities

    Sandra Kurtin (Moderator)

    PhD, ANP-BC, FAPO

    The University of Arizona Cancer Center

    Dr. Sandra Kurtin received her BS and MS in oncology nursing, post-graduate certification in geriatric and adult practice, and, most recently, her PhD in nursing at the University of Arizona. She has been an Assistant Professor of Clinical Medicine and Adjunct Clinical Assistant Professor of Nursing at The University of Arizona College of Medicine since 2014. She is currently the Director of Advanced Practice and a Hematology/Oncology Nurse Practitioner at The University of Arizona Cancer Center where she has practiced for 40 years, 32 of those in advanced practice.

    Dr. Kurtin is honored to be a founding board member of APSHO and an inaugural Fellow of Advanced Practice in Oncology (FAPO). She is an active member of ASH and ASCO. In addition, she is a member of the executive committee and board of directors and co-chair of the Nursing Leadership Board for the MDS Foundation.



    Dr. Kurtin has been an associate editor for the Journal of the Advanced Practitioner in Oncology (JADPRO) since its inception, recently transitioning to an editorial board member. She has presented numerous regional, national, and international lectures on oncology-related topics and published numerous articles in peer-reviewed journals, including the New England Journal of Medicine, Cancer Nursing, Clinical Leukemia, Blood, Leukemia Research, JADPRO, Seminars in Oncology Nursing, and the Clinical Journal of Oncology Nursing.

    Sandra Kurtin has the following relevant financial disclosures:
    • Consultant: GSK, Jazz, Aggio and Blueprint Medicine
  • Contains 14 Component(s)

    This module prepares advanced practitioner leaders to think strategically and successfully lead organizational change. Learners will apply strategic planning frameworks, decision-making models, and project management principles to develop actionable leadership initiatives. The course emphasizes aligning goals with organizational priorities while building trust and gaining stakeholder buy-in during periods of transformation. Participants will leave with practical tools to design long-term strategies, manage change effectively, and drive sustainable improvements in clinical programs.

    • Introduction
    • Principles of Leading and Modeling Change
    • Strategic Thinking and Decision-Making
    • Developing OKRs and Aligning to Your Organization
    • Develop a Strategy (Leadership Projects, 1-Year, 5-Year)
    • Project Management Basics
    • Gaining Team Trust and Buy-in
    • Summary
    • Post Test
    • Review the benefits of inclusive environments in health care
    • Apply the principles of ethical leadership and culturally responsive leadership to leadership practices
    • Identify and address challenges in ethical leadership
    • Develop strategies to foster inclusive team environments

    Eileen Vella (Moderator)

    PA-C, MS

    US Oncology

    Eileen Vella is a certified physician associate and health-care executive with over a decade of experience in advanced practice leadership, oncology care delivery, and clinical program development. As Director of Advanced Practice Provider Services at The US Oncology Network, she leads strategic initiatives to optimize APP structures, mentor clinical leaders, and enhance patient outcomes across a national footprint.

    Her career includes leadership roles at Memorial Sloan Kettering Cancer Center, where she pioneered APP-led clinics, developed career ladders, and implemented engagement strategies that continue to shape sustainable, high-performing APP teams.

    Eileen is passionate about building resilient clinical teams and fostering innovation in oncology care. She collaborates across disciplines to drive quality improvement, support professional development, and align APP contributions with organizational goals.

    Eileen Vella has the following relevant financial disclosures:
    • Employee of McKesson
  • Contains 12 Component(s)

    This module examines how ethical leadership and cultural humility create inclusive, psychologically safe healthcare environments. Learners will explore ethical decision-making principles, strategies for addressing bias and microaggressions, and approaches to fostering belonging within diverse teams. The course emphasizes culturally responsive leadership practices that improve staff engagement, retention, and patient outcomes. Participants will develop skills to lead with integrity, promote equity, and build respectful, inclusive team cultures.

    • Introduction
    • Principles of ethical leadership
    • Culturally responsive leadership
    • Overcoming challenges in ethical leadership
    • Strategies for building inclusive teams
    • Case study
    • Summary
    • Post Test
    • Review the benefits of inclusive environments in health care
    • Apply the principles of ethical leadership and culturally responsive leadership to leadership practices
    • Identify and address challenges in ethical leadership
    • Develop strategies to foster inclusive team environments

    Rose Dimarco (Moderator)

    PharmD, BCPS, BCOP

    Jefferson Health’s Sidney Kimmel Cancer Center

    Dr. Rose DiMarco, PharmD, BCPS, BCOP is the Assistant Director of Pharmacy at Thomas Jefferson University Hospital and the Sidney Kimmel Comprehensive Cancer Center (SKCCC) at Jefferson Health in Center City Philadelphia. Dr. DiMarco is the SKCCC Pharmacy Quality Lead and has participated in the HOPA-ASCO Quality Training Program. Her specialties include breast cancer and side effect management, and she is passionate about patient safety, quality improvement, and health equity. Dr. DiMarco is the past chair of APSHO’s Diversity, Equity, and Inclusion Committee and serves on the Professional Development and Leadership Committee. Dr. DiMarco is also the co-chair of the YMCA Columbia North’s Advisory Board.

    Rose DiMarco has the following relevant financial disclosures:

    • Lecture Bureau: Lilly-Breast
    • Planning Committee: Horizon CME
    • Faculty: Pharmacy and Healthcare Communications
    • Consultant: IO Biotech, Gilead, Lilly

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