Decision-Making Activity and Influence of Nurse Executives in Top Management Teams

Abstract

This study assesses the impact on decision-making when introducing the nurse executive into the top management team (TMT) in Veterans Affairs Medical Centers. Results indicate that nurse executives formally elevated to the TMT were no more likely to perceive greater involvement in decision-making than non-TMT nurse executives or nurses informally appointed to the TMT. However, nurse executives in all categories perceived themselves as more involved in strategic decisions than other TMT members.

Decisional involvement of senior nurse leaders in Canadian acute care hospitals

“…We used the Participation in Strategic Decision‐Making Scale (Banaszak‐Holl et al. 1999) to measure SNL decision‐making processes.…”

“…1998) and personality type and decision‐making styles (Freund 1988). Only a small body of research focused on SNLs’ organizational decision‐making influence (Wangsness 1991, Havens 1998, Banaszak‐Holl et al. 1999, Dwore et al.…”

“…There is evidence that the scope and intensity of SNL involvement in strategic decision‐making is related to their perceptions of influence in the organization (Banaszak‐Holl et al. 1999, Wells et al.…”

“…1999). Banaszak‐Holl et al. (1999) examined the role of SNLs in organizational decision‐making within Veteran’s Affairs Medical Centres (VAMCs) in the United States during the mid‐1990s.…”

“…There were no significant differences in how SNLs and their colleagues rated SNL influence over decisions or quality of decisions made by management teams, except that SNLs consistently ranked decision quality lower than their non‐nurse colleagues. Banaszak‐Holl et al. (1999) did not analyse the effect of decision timing, breadth or number of activities on influence or perceived quality of decisions.…”