Mattia Gilmartin

Faculty

Mattia Gilmartin Headshot

Mattia Jean Gilmartin

FAAN

Senior Advisor to the Dean

1 212 992 9753

433 FIRST AVENUE
NEW YORK, NY 10010
United States

Mattia (Tia) Gilmartin is the Senior Advisor to the Dean at NYU Rory Meyers College of Nursing. Before this position, Tia was the executive director of NICHE and served as the director of the Center for Continuing Nursing Education, where she oversaw the College’s portfolio of continuing education programs for practicing nurses. She was a leader dedicated to improving healthcare services. She brought 20 years of firsthand experience with organizational and management forces that drove performance improvement. Her background as a clinician, researcher, and teacher made her particularly skilled in analyzing complex problems and translating theory into practice. She favored entrepreneurial approaches and thrived in complex environments that required creative and flexible solutions.

Gilmartin emerged as a thought leader in the areas of organizational change and health system effectiveness. She had a broad background that spanned both nursing and management, with expertise in the areas of strategic management, economics, quality improvement, chronic disease management, and organizational design and change. She had published widely for both academic and practitioner audiences. Her ability to bridge the worlds of research and practice enabled her to design and teach leadership and organizational development programs for nursing and general management audiences.

Prior to joining NYU Meyers in 2011, Gilmartin managed an interdisciplinary research group at INSEAD, a leading international business school in France. She also implemented a three-semester specialty track for the master’s degree program in clinical nurse leadership at the Hunter-Bellevue School of Nursing.

Among her many honors, Gilmartin received the Raven Award in 2000 for her outstanding achievement and service to the University of Virginia. She was the chair-elect for the Academy of Management, Health Care Management Division, and a fellow of the New York Academy of Medicine and the National Academies of Practice.

Gilmartin held a PhD degree from the University of Virginia, a Master’s of Business Administration from the University of San Francisco, and a bachelor's and master's degree in nursing. She completed a post-doctoral fellowship at Cambridge Judge Business School in organizational improvement and comparative health systems.

Post-Doctoral Fellowship - Cambridge Judge Business School
PhD - University of Virginia
MS, Nursing & MBA - University of San Francisco
BS - University of San Francisco

Nursing workforce
Global

Academy of Management
American Nurses' Association
Clinical Nurse Leaders Association
Sigma Theta Tau Honor Society

Raven Award, University of Virginia (2000)
Fellow and Distinguished Practitioner, National Academies of Practice
Fellow, New York Academy of Medicine

Creativity the fuel of innovation

Gilmartin, M. J. (1999). Nursing Administration Quarterly, 23(2), 1-8. 10.1080/19996216-199923020-00004
Abstract
Abstract
Market-leveled changes occurring in the health care industry require new and creative models of organization, management, and service del very. One of today’s primary management challenges is the development of organizational cultures that value innovation, change, and creativity. The adoption of an ethic of innovativeness allows the organization to stretch the limits of individual and collective knowledge, skill, and ability to meet complex consumer needs. Creativity within organizations is influenced by management practices in conjunction with creativity-relevant work group skills. A common wisdom exists that professional nurses are creative in finding solutions for complex patient care needs. The expansion of this creativity within organizational systems will allow for the evolution of professional nursing practice, improvement in care delivery, and organizational performance.

The multidimensional health behavior inventory

Kulbok, P. A., Carter, K. F., Baldwin, J. H., Gilmartin, M. J., & Kirkwood, B. (1999). Journal of Nursing Measurement, 7(2), 177-195. 10.1891/1061-3749.7.2.177
Abstract
Abstract
Gaps in knowledge about what constitutes healthy and risky behaviors for young people hinder successful health promotion intervention strategies With the development of appropriate instruments, behaviors can be measured and interventions can be implemented to improve health outcomes. The structure of a new health behavior instrument, the Multidimensional Health Behavior Inventory (MHBI), was explored with data from 1,077 college students, ages 18 to 24 years. Factor analysis of 116 health behavior questions yielded 7 factor-based scales with 57 items: diet (13 items), substance use (10 items), safety (9 items), checkup (9 items), social (6 items), stress (6 items), and exercise (4 items). Evaluation of the 7 behavior scales of the MHBI using subgroups defined by age, gender, and race will contribute to an understanding of health behaviors of older adolescents and young adults and will provide directions for research and clinical interventions.

The nursing organization and the transformation of health care delivery for the 21st century.

Gilmartin, M. J. (1998). Nursing Administration Quarterly, 22(2), 70-86. 10.1097/00006216-199802220-00011
Abstract
Abstract
Market transformations occurring within the health care industry require new patterns of organization and management to meet the increasing complexity of service delivery. A greater understanding of the innovation and entrepreneurial dynamic allows administrators, managers, and leaders to create a new vision of service delivery. Central management and leadership objectives include the development of service technologies that capitalize upon the inherent knowledge of workers to meet consumer needs. A strong sense of innovation and entrepreneurship leading to the introduction of new or improved nursing technologies is a primary component in the evolution of professional nursing practice for the 21st century.

Creating the vision: the role of the chief nurse executive in bringing innovations to client service delivery.

Gilmartin, M. J. (1996). Nursing Administration Quarterly, 21(1), 14-23. 10.1097/00006216-199602110-00006
Abstract
Abstract
The chief nurse officer brings the value-adding contribution of client partner to the executive management team. The nurse executive contributes professional nursing's client-centered, health-enabling approach to care delivery to assist organizations in developing new client and community services. The single most important leadership-challenge presented to nurse administrators, leaders, and managers is the ability to articulate a vision of client-centered care, demonstrate the costs and benefits of service innovations, and effectively shape organizational cultures to achieve innovations in service delivery.