An Academic Shared Governance Model for Leadership in an Academic Setting

2.50
Hdl Handle:
http://hdl.handle.net/10755/603303
Category:
Full-text
Format:
Text-based Document
Type:
Presentation
Title:
An Academic Shared Governance Model for Leadership in an Academic Setting
Other Titles:
Developing Shared Governance: Does It Have an Impact? [Session]
Author(s):
Francis-Johnson, Patricia G.; Bridges, Ruth Ann; Boswell, Carol; Bridges, Ruth Ann; Boswell, Carol
Lead Author STTI Affiliation:
Iota Mu
Author Details:
Patricia G. Francis-Johnson, RN, patricia.francis@ttuhsc.edu; Ruth Ann Bridges, RN-BC; Carol Boswell, RN, CNE, ANEF
Abstract:
Session presented on Monday, November 9, 2015: A West Texas university school of nursing (SON) has experienced tremendous growth over the past 14 years in three strategic areas – student enrollment, geographic locations, and program offerings. Currently, the SON has students and program offerings in multiple locations throughout central and west Texas. The SON Leadership Team has committed to continued growth to meet the need for a highly educated and well-trained nursing workforce in Texas and the nation.  This high level of organizational complexity has created challenges in communication and engagement of the faculty and staff.  As a result of these driving forces, a Faculty and Staff Shared Governance Taskforce was appointed to evaluate the school’s process of faculty and staff governance. This task force was charged to ensure efficient and effective operations designed to support the principles of partnership, equity, accountability, ownership and self-regulation across a multi-campus system. This taskforce supported the belief that faculty and staff thrive in an organization where core values are agreed upon and a meaningful structure for communication exists. Taskforce members conducted an extensive investigation of shared governance, a review of the current/ideal state of governance, and an analysis of the work of the faculty and staff to develop a well-organized shared governance process. Based on this investigation, the Faculty and Staff Shared Governance Taskforce developed 1) a process of shared governance to include faculty and staff; 2) a values statement from an engagement survey; 3) a professional practice model for nursing education; and 4) a seven-step implementation plan and timeline to operationalize the faculty and staff shared governance process. The model for shared governance was based on the Magnet Hospital model of councils as designed by ANCC. Inherent in the process was the need to develop effective strategies to develop the leadership capacity of the individuals willing to serve as officers and members of the councils.  Staff and faculty alike expressed the need for training and/or refresher courses in parliamentary procedure, conducting effective meetings, and successful strategies for working together. Staff members had no previous experience in governance in the school of nursing and were especially in need of leadership training and mentoring. Strategies identified, such as training sessions, effective tools, and development opportunities, will be presented. Challenges encountered, barriers addressed, and opportunities for growth will be presented to showcase alternatives which could be used in other academic settings to advance transparency, leadership and shared governance.
Keywords:
Shared governance; Development of leadership capacity
Repository Posting Date:
21-Mar-2016
Date of Publication:
21-Mar-2016
Other Identifiers:
CONV15D10
Conference Date:
2015
Conference Name:
43rd Biennial Convention
Conference Host:
Sigma Theta Tau International, the Honor Society of Nursing
Conference Location:
Las Vegas, Nevada, USA
Description:
43rd Biennial Convention 2015 Theme: Serve Locally, Transform Regionally, Lead Globally.`

Full metadata record

DC FieldValue Language
dc.language.isoen_USen
dc.type.categoryFull-texten
dc.formatText-based Documenten
dc.typePresentationen
dc.titleAn Academic Shared Governance Model for Leadership in an Academic Settingen
dc.title.alternativeDeveloping Shared Governance: Does It Have an Impact? [Session]en
dc.contributor.authorFrancis-Johnson, Patricia G.en
dc.contributor.authorBridges, Ruth Annen
dc.contributor.authorBoswell, Carolen
dc.contributor.authorBridges, Ruth Annen
dc.contributor.authorBoswell, Carolen
dc.contributor.departmentIota Muen
dc.author.detailsPatricia G. Francis-Johnson, RN, patricia.francis@ttuhsc.edu; Ruth Ann Bridges, RN-BC; Carol Boswell, RN, CNE, ANEFen
dc.identifier.urihttp://hdl.handle.net/10755/603303en
dc.description.abstractSession presented on Monday, November 9, 2015: A West Texas university school of nursing (SON) has experienced tremendous growth over the past 14 years in three strategic areas – student enrollment, geographic locations, and program offerings. Currently, the SON has students and program offerings in multiple locations throughout central and west Texas. The SON Leadership Team has committed to continued growth to meet the need for a highly educated and well-trained nursing workforce in Texas and the nation.  This high level of organizational complexity has created challenges in communication and engagement of the faculty and staff.  As a result of these driving forces, a Faculty and Staff Shared Governance Taskforce was appointed to evaluate the school’s process of faculty and staff governance. This task force was charged to ensure efficient and effective operations designed to support the principles of partnership, equity, accountability, ownership and self-regulation across a multi-campus system. This taskforce supported the belief that faculty and staff thrive in an organization where core values are agreed upon and a meaningful structure for communication exists. Taskforce members conducted an extensive investigation of shared governance, a review of the current/ideal state of governance, and an analysis of the work of the faculty and staff to develop a well-organized shared governance process. Based on this investigation, the Faculty and Staff Shared Governance Taskforce developed 1) a process of shared governance to include faculty and staff; 2) a values statement from an engagement survey; 3) a professional practice model for nursing education; and 4) a seven-step implementation plan and timeline to operationalize the faculty and staff shared governance process. The model for shared governance was based on the Magnet Hospital model of councils as designed by ANCC. Inherent in the process was the need to develop effective strategies to develop the leadership capacity of the individuals willing to serve as officers and members of the councils.  Staff and faculty alike expressed the need for training and/or refresher courses in parliamentary procedure, conducting effective meetings, and successful strategies for working together. Staff members had no previous experience in governance in the school of nursing and were especially in need of leadership training and mentoring. Strategies identified, such as training sessions, effective tools, and development opportunities, will be presented. Challenges encountered, barriers addressed, and opportunities for growth will be presented to showcase alternatives which could be used in other academic settings to advance transparency, leadership and shared governance.en
dc.subjectShared governanceen
dc.subjectDevelopment of leadership capacityen
dc.date.available2016-03-21T16:47:40Zen
dc.date.issued2016-03-21en
dc.date.accessioned2016-03-21T16:47:40Zen
dc.conference.date2015en
dc.conference.name43rd Biennial Conventionen
dc.conference.hostSigma Theta Tau International, the Honor Society of Nursingen
dc.conference.locationLas Vegas, Nevada, USAen
dc.description43rd Biennial Convention 2015 Theme: Serve Locally, Transform Regionally, Lead Globally.`en
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