Drosophila reproductive behaviors are directed by fruitless neurons. A reanalysis of genomic studies shows that genes encoding dpr and DIP immunoglobulin superfamily (IgSF) members are expressed in fru P1 neurons. We find that each fru P1 and dpr/DIP (fru P1 ∩ dpr/DIP) overlapping expression pattern is similar in both sexes, but there are dimorphisms in neuronal morphology and cell number. Behavioral studies of fru P1 ∩ dpr/DIP perturbation genotypes indicate that the mushroom body functions together with the lateral protocerebral complex to direct courtship behavior. A single-cell RNA-seq analysis of fru P1 neurons shows that many DIPs have high expression in a small set of neurons, whereas the dprs are often expressed in a larger set of neurons at intermediate levels, with a myriad of dpr/DIP expression combinations. Functionally, we find that perturbations of sex hierarchy genes and of DIP-ε change the sex-specific morphologies of fru P1 ∩ DIP-α neurons.This case study outlines the journey of a home-care organization to support practice change during the COVID-19 crisis. The leadership attributes and organizational structures and processes required for a nimble knowledge-to-action response are explored in relation to client screening, personal protective equipment and development of virtual care. A home and community practice lens was often not evident in the literature or guidance documents. This added complexity to the process of rapidly evaluating evidence and guidance across two provinces and issuing practice direction to a widely dispersed and mobile workforce. A cross-functional clinical response team has been invaluable in the organization's pandemic response.The initial focus of the COVID-19 pandemic was on the surge capacity of hospitals. Moving forward, however, the attention needs to shift toward keeping people healthy at home. In this paper, we discuss critical insights from the home and community care sector, which shed light on pre-pandemic fault lines that have widened. The paper, however, takes a positive look at how a better future can be built, particularly for those most vulnerable in society. We offer three key insights and analyses as well as examples of how one national homecare organization in Canada, SE Health, is facing the pandemic. https://www.selleckchem.com/products/filgotinib.html We discuss the following key insights (1) pre-pandemic systemic biases and barriers were exasperated during the pandemic, which impacted the most vulnerable; (2) nurse leaders were faced with unprecedented fear and anxiety from both patients and their staff colleagues; and (3) the pandemic provided an opportunity for significant learning, innovation and capacity development. The pandemic is far from over - we are in a marathon, not a sprint. The paper concludes with how nurse leaders can lead the way in navigating through the pandemic and build a better "new normal."The "wobble room" is a wellness intervention designed to guide staff through unpredictable times that are not going away quickly. Emergency department teams are accustomed to trauma events and trauma debriefing, but the prolonged uncertainties and fears associated with COVID-19 have posed a unique challenge for healthcare workers. The wobble room has become a place where staff can make sense of how the pandemic is affecting them and create a "new normal" with respect to personal safety and team cohesion.At the onset of the COVID-19 pandemic, an immediate priority for nurse leaders was to develop a care delivery plan to address anticipated surges in patient volumes and potential staff shortages. This article describes actions taken to enhance patient care capacity. Strategies included reviewing the competencies of nurses and other health professionals, mapping out redeployment pathways, preparing nurses and other health professionals for redeployment as needed and creating a collaborative care team model. This article includes an in-depth focus on the design, implementation and outcomes of an innovative role for fourth-year nursing students in the collaborative care team model.The COVID-19 pandemic is an unprecedented time for leaders to lead. The uncertainty and complexity have been overwhelming, and for many of us, the tools available in our leadership toolboxes have been tested during the pandemic. In my experience, for nurse leaders to best lead during such challenging times, we need to truly understand what the front line needs from us in a crisis. I believe that six leadership practices are key for nursing leaders to support front-line engagement while navigating and leading teams through a crisis.In Canada, and internationally, in-patient nurse managers' leadership roles during the current COVID-19 pandemic have not been recognized. Yet these nurse managers play critical roles in safeguarding both staff and patients, and inspiring staff to provide complex patient care. This paper describes how 13 acute-care nurse managers enacted and experienced transformational and complexity leadership during COVID-19. This case study of leadership at one multi-site, academic health sciences centre, examined how the first phase of the pandemic impacted the first-line manager's role, the strategies used to navigate organizational and patient care challenges, supports available and overall key learnings about leadership during a pandemic. Results reveal the dual roles assumed by nurse managers during the COVID-19 crisis. Nurse managers in this organization safeguarded patients, families and staff while ensuring 24-hour unit operations. Through leader-staff relationships, managers inspired staff to keep going despite the constant uncertainty and ambiguity. Nurse leaders in this case study exemplified characteristics of transformational and complexity leadership as their roles intensified in the context of COVID-19. Recommendations for nursing and healthcare leaders regarding the ongoing and future pandemics are discussed.This article outlines how chief nurse executives (CNEs) in an urban regional hospital network are navigating the balancing act of organizational (internal) and system-level (regional and/or provincial) accountabilities amid the coronavirus disease 2019 (COVID-19) pandemic. Key to their leadership efforts is finding the right balance in making critical decisions and building trust to ensure staff resiliency and safety amid managing their own resilience while enacting both internal and external accountabilities. These accountabilities include having presence and influence at the regional planning, executive planning and incident command decision-making tables. Insights from their experiences and lessons learned will be shared alongside recent calls to action for nursing leadership that can serve as a playbook for CNEs dealing with future waves of COVID-19 and unplanned events.