Date of Award
Summer 1999
Document Type
Dissertation - Restricted
Degree Name
Doctor of Philosophy (PhD)
Department
Nursing
First Advisor
Wake, Madeline
Second Advisor
Miller, Judith F.
Third Advisor
Badaracco, Claire
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.