Portal de Periódicos da CAPES

C-Suite Roles and Competencies to Support a Culture of Shared Governance and Empowerment

2018; Lippincott Williams & Wilkins; Volume: 48; Issue: 7/8 Linguagem: Inglês

10.1097/nna.0000000000000635

1539-0721

M. Lindell Joseph, Richard J Bogue,

Nursing education and management

OBJECTIVE The aim of this study was to examine C-suite executives' perspectives on empowerment early in shared governance implementation. BACKGROUND Leadership influences a workplace culture for empowerment. However, the literature lacks clarity regarding the specific roles of C-suite executives in fostering empowerment. METHODS A system's top 47 executives were invited to participate in a Delphi study. Two Delphi rounds identified leadership empowerment philosophies, plus techniques for ( a ) understanding staff needs, ( b ) embedding empowerment, and ( c ) ensuing leadership accountability. In round 3, leaders rated the 3 types of techniques for ease and impact. RESULTS Results revealed a passive C-suite culture regarding empowerment. However, C-suite executives recognized the need for active promotion of an empowering culture. Optimal techniques for understanding staff empowerment needs were identified. CONCLUSIONS Modeling empowerment by the C-suite executives enables alignment between councils and levels of nursing leadership, allowing organizations to achieve the goals for professional nursing practice and shared governance.