Transformational Leadership Practices of Chief Nursing Officers in Magnet® Organizations

Clavelle, Joanne T.; Drenkard, Karen; Tullai-McGuinness, Susan; Fitzpatrick, Joyce J.

doi:10.1097/nna.0b013e31824ccd7b

Cited by 61 publications

(33 citation statements)

References 19 publications

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“…Surprisingly, the clinical ladder nurses with more years of RN experience reported fewer leadership behaviors. This is in direct contrast to the findings of Clavelle et al (2012). There is a need to address the educational gap of leadership training and to evaluate the obstacles that may be preventing frontline staff nurses from leading their patients to better health care outcomes.…”

Section: 79contrasting

confidence: 47%

“…Study results noted greater transformational leadership behaviors with years of nursing leadership experience and advanced education, but the opposite was found in the current study relative to clinical ladder nurses. "Enabling others to act" and "modeling the way" were the top two practices of the chief nursing officers (Clavelle, Drenkard, Tullai-McGuinness, & Fitzpatrick, 2012).…”

Section: 79mentioning

confidence: 99%

“…Health care organizations must determine whether staff nurses lack leadership behaviors due to educational barriers or a lack of participation in leadership projects and activities that promote transformational leadership qualities. Providing leadership development opportunities to clinical ladder nurses may introduce the qualities of transformational leadership, which are teachable qualities (Clavelle et al, 2012;Kouzes & Posner, 2003).…”

Section: 79mentioning

confidence: 99%

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Leadership Behaviors of Frontline Staff Nurses

et al. 2014

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Background: A recommendation in the Institute of Medicine’s report, The Future of Nursing: Leading Change, Advancing Health , challenges the nursing profession to enhance nursing’s leadership role in health care redesign. Method: This descriptive, correlational, cross-sectional study examined the self-perceived leadership behaviors of RNs enrolled in a clinical ladder career pathway. A self-report survey was conducted using the Leadership Practice Inventory and a demographic questionnaire. Results: Significant associations between continuous and categorical demographic factors and ladder levels were reported. Nurses with more experience showed fewer leadership behaviors. Conclusion: Leadership development is necessary for nurses in all areas of practice. The findings from this study provide evidence of the strengths and weaknesses in leadership behaviors of staff clinical RNs who often make frontline decisions for patients. J Contin Educ Nurs. 2014;45(11):506–513.

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Section: 79contrasting

confidence: 47%

Section: 79mentioning

confidence: 99%

Section: 79mentioning

confidence: 99%

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Leadership Behaviors of Frontline Staff Nurses

et al. 2014

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“…A model of five practices for exemplary leadership under the influence of transformational leadership (6) was proposed to corroborate these steps: model the way; inspire a shared vision; challenge the process; enable others to act; and encourage the heart. The theoretical model of these practices is internationally recognized for leadership development in different productive segments, and more recently several studies have pointed out its potential for nursing leadership-that is, to assess behaviors associated with the leadership of nurses (7)(8)(9) . It is important to point out that this study found that although the leadership practices have a common basis for managers, there is a need for an approach contextualized to the specificity of the health productive and managerial process, particularly in nursing, as it differs from other segments.…”

Section: Introductionmentioning

confidence: 99%

Leadership Practices in Hospital Nursing: A Self of Manager Nurses

Silva

Camelo

Soares

et al. 2017

Rev. esc. enferm. USP

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Objective: To assess the frequency of the leadership practices performed by the manager nurses of hospital institutions and their association with the variables of the socioprofessional profile. Method: Cross-sectional, descriptive, correlational study conducted in four hospitals in a city of the state of São Paulo. A sociodemographic questionnaire and the instrument Leadership Practices Inventory were used. Data collection and analysis were based on an exemplary Leadership Practices Model. Results: Eighty-four manager nurses participated in the study. The mean values of the leadership practices used by the nurses were: enable others to act (50.6); encourage the heart (48.2); model the way (46.7); challenge the process (43.3); and inspire a shared vision (43.1). Data analysis also evidenced a correlation between the practice encourage the heart and the variables time of care and employment relationship. Conclusion: The study evidenced the presence of manager nurses exercising moderate leadership, and promoting teamwork, an environment of trust, and a horizontal vision. However, moderate values also reveal managerial aspects to be improved by the leaders by means of organizational strategies and/or tools aimed at best leadership practices.

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“…A liderança transformacional é constantemente desafiada a promover uma gestão adequada, considerando a implementação da tecnologia da informação e a concepção de novos modelos de cuidado advindos da modernidade. Para tanto, torna-se fundamental que desenvolva uma forte visão e filosofia organizacional, de maneira a atender (43) .…”

Section: Quadro 1)unclassified

Magnet Recognition Program: Revisão Integrativa De Literatura

Parisi

Melleiro

2016

Rev. baiana enferm

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Objetivo: analisar a produção científica acerca do processo de implementação do Magnet Recognition Program. Método: revisão integrativa de literatura, realizada de 2004 a 2014, no portal de dados da BVS e na base de dados CINAHL. A amostra constituiu-se de 16 artigos. Resultados: grande parte dos estudos era oriunda de revistas de enfermagem. Duas categorias emergiram da análise dos estudos: Estratégias de implementação do Magnet, sobre as etapas que constituem o processo de implementação; e Componentes do Magnet, que versa sobre governança compartilhada, prática profissional exemplar e estrutura de empowerment, fundamentais para a certificação. Conclusão: o processo de implementação é constituído, basicamente, das etapas aplicação, avaliação, visita local, premiação, manutenção e redesignação, mediante a utilização de consultores, visitas a organizações credenciadas, utilização de profissional experiente na elaboração do relatório, envolvimento de todos e apoio do corpo diretivo.

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Transformational Leadership Practices of Chief Nursing Officers in Magnet® Organizations

Abstract: As CNOs gain experience and education, they exhibit more transformational leadership characteristics. Magnet organizations should take steps to retain CNOs and support their development and advancement.

Cited by 61 publications

References 19 publications

Leadership Behaviors of Frontline Staff Nurses

Leadership Behaviors of Frontline Staff Nurses

Leadership Practices in Hospital Nursing: A Self of Manager Nurses

Magnet Recognition Program: Revisão Integrativa De Literatura

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