2.50
Hdl Handle:
http://hdl.handle.net/10755/149515
Type:
Presentation
Title:
Shared Leadership: Taking Flight
Abstract:
Shared Leadership: Taking Flight
Conference Sponsor:Sigma Theta Tau International
Conference Year:2009
Author:Watters, Shelley, DrNP
P.I. Institution Name:University of Pittsburgh Medical Center
Title:Director of Professional Development/Magnet Recognition Program
[Leadership Session Presentation] Nursing leaders are continually seeking ways to improve the work environment in their organizations. At the same time, they struggle to address nurse recruitment and retention; what makes nurses want to work and stay working at an organization. This literature summary supports how instituting a shared leadership model will facilitate in supporting a culture of nursing excellence. Specific strategies to increase nurses? access to empowerment structures and thereby increase support this culture of excellence were utilized to identify the purpose of this project. The current body of shared governance literature which was examined supports that implementing a shared governance model is effective in impacting positive patient outcomes and nursing satisfaction (Hess 1994; O?Grady, 2003; Pierson, P., Miller, J. & Moore, K. 2007). Shared decision making, participation in practice management and collaboration are primary goals in shared governance. Shared governance is frequently misunderstood as giving power to the nursing staff, which grossly undervalues the outcomes that can be obtained when professional practice is embedded in the organization. The recent Nursing NDNQI survey completed at our organization identified opportunities for nursing practice to become more autonomous and for nurses to be more involved in decision making.  In an effort to do this, we moved to strengthen existing groups and merged into council structures to influence the professional practice of nursing at our facility. We reviewed the existing framework and structure councils to support our work of: identifying the work of a new council structure, determine membership and reporting structure and writing the governing by-laws and functions of the four councils: Evidenced Based Practice, Professional Practice, Quality and Operations council. Our follow up outcomes shows an increase in the nurse?s perception of increased autonomy and decision making.
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleShared Leadership: Taking Flighten_GB
dc.identifier.urihttp://hdl.handle.net/10755/149515-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Shared Leadership: Taking Flight</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2009</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Watters, Shelley, DrNP</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">University of Pittsburgh Medical Center</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Director of Professional Development/Magnet Recognition Program</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">watterssr@upmc.edu</td></tr><tr><td colspan="2" class="item-abstract">[Leadership Session Presentation] Nursing leaders are continually seeking ways to improve the work environment in their organizations. At the same time, they struggle to address nurse recruitment and retention; what makes nurses want to work and stay working at an organization. This literature summary supports how instituting a shared leadership model will facilitate in supporting a culture of nursing excellence. Specific strategies to increase nurses? access to empowerment structures and thereby increase support this culture of excellence were utilized to identify the purpose of this project. The current body of shared governance literature which was examined supports that implementing a shared governance model is effective in impacting positive patient outcomes and nursing satisfaction (Hess 1994; O?Grady, 2003; Pierson, P., Miller, J. &amp; Moore, K. 2007). Shared decision making, participation in practice management and collaboration are primary goals in shared governance. Shared governance is frequently misunderstood as giving power to the nursing staff, which grossly undervalues the outcomes that can be obtained when professional practice is embedded in the organization. The recent Nursing NDNQI survey&nbsp;completed at our organization identified opportunities for nursing practice to become more autonomous and for nurses to be more involved in decision making.&nbsp; In an effort to do this, we moved to&nbsp;strengthen existing groups and merged into council structures to influence the professional practice of nursing at&nbsp;our facility.&nbsp;We&nbsp;reviewed&nbsp;the existing framework and structure councils to support our work of:&nbsp;identifying the work of a new council structure, determine membership and reporting structure and writing the governing by-laws and functions of the four councils: Evidenced Based Practice, Professional Practice, Quality and Operations council. Our follow up outcomes shows an increase in the nurse?s perception of increased autonomy and decision making.</td></tr></table>en_GB
dc.date.available2011-10-26T10:03:57Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T10:03:57Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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