For Elizabeth Boyne, RPN, nursing was both a practical choice and a deeply human one.

Like many students, she explored different paths in high school before landing in healthcare. Early experiences working in a nursing home and later in home care helped solidify her decision. “I wanted to help people,” she says. “But I was also thinking practically. Nursing felt like something I could take anywhere.”

That balance of purpose and usefulness led her into practical nursing, a decision that has grown into a career across long term care, acute care, home and community care, and now primary care leadership.

Learning Across the System

Elizabeth’s career has spanned multiple settings, each shaping how she approaches her work today.

Long term care and home care taught her patience and the importance of relationships. “You’re entering someone’s home every day,” she explains. “You build trust in a very different way.”

Acute care strengthened her clinical skills and adaptability. Primary care, where she now works, has brought those experiences together in a setting focused on continuity and systems improvement.

“I’m not an expert in any one area,” she says. “But I’ve done a bit of everything, and that helps me understand the bigger picture.”

Finding Leadership Along the Way

Elizabeth’s path into leadership was not something she initially planned.

She joined Mapleton Health Centre as a nurse when her young family needed a more stable schedule than shift work could offer. What she expected to be temporary quickly became something more.

“I didn’t expect to like it as much as I did,” she says.

During the COVID-19 pandemic, as organizations experienced staffing changes and retirements, Elizabeth gradually stepped into more responsibility. She began supporting clinical decisions, coordinating processes, and taking on leadership tasks as needs arose.

“It just kind of happened,” she says. “I started doing more, took some courses, and grew into the role.”

Today, as Clinical Manager, she oversees operations across a rural family health organization spanning multiple sites. Her work includes staffing, coordination, and collaboration with physicians and interdisciplinary teams.

Despite her leadership responsibilities, she continues to practice clinically when needed.

“I still like being a nurse,” she says. “I don’t want to lose that.”

Rooted in Community

Working in a rural community brings a unique perspective.

Elizabeth lives just minutes from the clinic and often sees patients at community events or around town. It strengthens her connection to the work.

“This is the care my own family receives,” she says. “So, it’s personal.”

That connection fuels her advocacy for better access and stronger services.

“You don’t just leave at the end of the day,” she explains. “You’re part of the community you’re serving.”

Leading Through Change

Elizabeth’s leadership has been shaped by navigating change, particularly during the pandemic.

From staffing challenges to shifting care models, her team adapted quickly. That included implementing online booking, email communication, and digital check-in systems.

More recently, her team has explored AI scribes to support documentation, balancing innovation with privacy and varying comfort levels among staff.

“It’s not just about the change itself,” she explains. “It’s about how you approach people through it.”

She adapts her approach depending on the individual, recognizing that some will embrace change quickly while others need more support.

“People are different,” she says. “You can’t lead everyone the same way.”

Elizabeth’s approach of fostering supportive, forward-thinking environments was recently recognized through the WeRPN Award for Excellence and Innovation (2025). In her role at Mapleton Health Centre, the co-worker who nominated her indicated that “Elizabeth is a champion of staff development, system improvement, and the thoughtful adoption of digital tools, all while completing her Bachelor of Health Administration at Toronto Metropolitan University.  Her work reflects a strong commitment to improving both patient care and the day-to-day experience of the teams she leads.”

Supporting Growth Without Fear

One of Elizabeth’s key leadership priorities is supporting staff development, even when it means team members may move on.

“I think we have to stop being afraid of helping people grow because they might leave,” she says.

She acknowledges the challenge, especially in smaller teams, but believes fostering growth is essential.

“If someone is interested in something, you have to support that,” she says. “You can’t hold people back because it’s convenient.”

For Elizabeth, meaningful support can be as simple as recognizing potential, encouraging new opportunities, or starting a conversation.

“You don’t always know what’s possible unless someone points it out,” she adds.

Redefining Leadership for RPNs

Elizabeth is passionate about challenging the idea that leadership is tied to titles.

“I think a lot of RPNs feel like they’re ‘just’ an RPN,” she says. “But that’s not true.”

She emphasizes that leadership shows up in everyday actions, whether mentoring colleagues or supporting teams.

“You can be a leader from where you are,” she says.

Her own career reflects that belief. While she considered becoming an RN, she ultimately chose a path aligned with leadership and healthcare administration.

“I realized I didn’t have to follow one specific path,” she says. “There are many ways to grow.”

Looking Ahead

Elizabeth remains open to what comes next.

“I don’t know exactly where I’ll end up,” she says. “But I do know I want to keep advocating for primary care.”

She hopes to continue supporting whole person care and highlighting the importance of primary care as a specialty.

Her advice to other RPNs is simple.

“You can do more than you think,” she says. “Don’t box yourself in. There are so many opportunities out there.”