An organizational case study of shared leadership development in nursing
Abstract
This case study documented a process of organization change over eight years in one nursing collective's attempt to implement a professional practice model, The qualitative analysis demonstrated the key elements for implementation of shared governance and the establishment of a pea review system. These elements were training for shared leadership, goal setting with feedback, mentoring and role modeling. The shared leadership training program resulted in significant (p < 000) changes in leadership behaviors and practice autonomy scores as measured by Leadership Practices Inventory and Schutzenhafer Nursing Activity scale, respectively. When managers and staff leaden use shared leadership in a bureaucratic health can organization, they strengthen the staff nurse's autonomy at point of service. Implications and recommendations directed to nurse executives, educators, researchers and clinical staff are included.
This paper has been withdrawn.