Transformational Leadership Practices of Chief Nursing Officers in Magnet® Organizations
In: JONA: The Journal of Nursing Administration, Jg. 42 (2012-04-01), S. 195-201
Online
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Zugriff:
chief nursing of-ficers (CNOs).Background: It is believed that transformationalleadership practices influence quality and are in-tegral to Magnet designation.Methods: E-mail surveys of 384 Magnet CNOs wereconducted in 2011 using the leadership practices in-ventory (LPI).Results: Enabling others to act and modeling the wayare top practices of Magnet CNOs. Those 60 years orolder and those with doctorate degrees scored signifi-cantly higher in inspiring a shared vision and chal-lenging the process. There was a significant positiverelationship between total years as a CNO and in-spiring a shared vision and between total scores onthe LPI and number of beds in the organization.Conclusions: As CNOs gain experience and educa-tion, they exhibit more transformational leadershipcharacteristics. Magnet organizations should takesteps to retain CNOs and support their develop-ment and advancement.Chief nursing officers (CNOs) are increasingly chal-lenged to effectively lead in today’s turbulent health-care environment. The context for CNO leadershippractice includes positioning for value-based pur-chasing, meeting regulatory requirements, imple-menting information technology, designing new caredelivery models and clinical roles, and implementingthe Institute of Medicine’s (IOM) Future of NursingReport recommendations.
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Transformational Leadership Practices of Chief Nursing Officers in Magnet® Organizations
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Autor/in / Beteiligte Person: | Tullai-McGuinness, Susan ; Fitzpatrick, Joyce J. ; Clavelle, Joanne T. ; Drenkard, Karen |
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Zeitschrift: | JONA: The Journal of Nursing Administration, Jg. 42 (2012-04-01), S. 195-201 |
Veröffentlichung: | Ovid Technologies (Wolters Kluwer Health), 2012 |
Medientyp: | unknown |
ISSN: | 0002-0443 (print) |
DOI: | 10.1097/nna.0b013e31824ccd7b |
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