Joanne T. Clavelle

Transformational leadership practices of chief nursing officers in Magnet® organizations.

Objective: This study describes the transformational leadership practices of Magnet® chief nursing officers (CNOs). Background: It is believed that transformational leadership practices influence quality and are integral to Magnet designation. Methods: E-mail surveys of 384 Magnet CNOs were conducted in 2011 using the leadership practices inventory (LPI). Results: Enabling others to act and modeling the way are top practices of Magnet CNOs. Those 60 years or older and those with doctorate degrees scored significantly higher in inspiring a shared vision and challenging the process. There was a significant positive relationship between total years as a CNO and inspiring a shared vision and between total scores on the LPI and number of beds in the organization. Conclusions: 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.

Transformational leadership practices of nurse leaders in professional nursing associations.

OBJECTIVE: This study describes the transformational leadership (TL) practices of nurse leaders in professional nursing associations (PNAs). BACKGROUND: Professional nursing associations are vehicles to provide educational opportunities for nurses as well as leadership opportunities for members. Little has been published about the leadership practices of PNA members. METHOD: E-mail surveys of 448 nurse leaders in PNAs were conducted in 2013 using the Leadership Practices Inventory (LPI). RESULTS: The top 2 TL practices of these nurse leaders were enabling others to act and encouraging the heart. Respondents with more leadership training reported higher TL practices. CONCLUSION: This is the 1st study to describe TL practices of nurse leaders in PNAs. Results of this study show that nurse leaders of PNAs emulate practices of TL. Transformational leaders can mobilize and direct association members in reaching shared values, objectives, and outcomes. Understanding TL practices of nurse leaders in PNAs are important to the future of nursing in order to enable nurses to lead change and advance health through these organizations.

Nursing professional attire: probing patient preferences to inform implementation.

OBJECTIVE: The aim of this study was to increase understanding of patient perceptions of nursing professional image, appearance, and identification to inform implementation of professional clinical attire. BACKGROUND: There is growing evidence of patient preference for and organizational implementation of professional clinical attire. METHODS: A total of 350 randomly selected inpatients were surveyed using the professional image and patient preferences survey prior to a revision of the dress code for nursing. RESULTS: Patients gave high scores for nursing image, appearance, and identification, with no support for color-coded uniforms. CONCLUSIONS: Organizations should assess patient perceptions before implementation of a dress code for nursing.

Emotional Intelligence and Transformational Leadership in Nurse Managers.

OBJECTIVE: This study describes the relationship between emotional intelligence (EI) and transformational leadership (TL) in nurse managers (NMs). BACKGROUND: Effective NM leadership is important as they have direct influence over RN performance and patient outcomes. Research has demonstrated that a TL style generates greater commitment from followers than other leadership styles. EI is 1 potential characteristic of TL. METHODS: A descriptive exploratory research study was conducted to correlate EI and TL practices of NMs. RESULTS: EI was significantly positively correlated with TL and outcome measures of extra-effort, effectiveness, and satisfaction and significantly negatively correlated with laissez-faire leadership. A positive relationship was found between TL and NMs with advanced education and administrative certification. CONCLUSION: Nursing administrators should consider EI characteristics when hiring NMs and lead efforts to advance education to align with organization needs for business and strategic essentials necessary for NM effectiveness.

Transformational leadership: visibility, accessibility, and communication.

The chief nursing officer of a Magnet® organization is a dynamic, transformational leader who develops and communicates a strong vision for nursing excellence and creates a foundation for exemplary nursing practice and excellent patient care. Transformational leadership is a core component of the Magnet Model®. The 3rd subcomponent--visibility, accessibility, and communication--is the focus of this article.

The Relationship of Clinical Nurses' Perceptions of Structural and Psychological Empowerment and Engagement on Their Unit.

OBJECTIVE: The purpose of this study was to describe relationships between structural empowerment, psychological empowerment, and engagement among clinical nurses. BACKGROUND: Empowerment and engagement are key drivers of retention and quality in healthcare. Creating an empowering culture and an engaged staff supports initiatives that are essential for positive work environments. METHODS: A survey of 280 nurses in a national conference was conducted using the Conditions of Work Effectiveness, Psychological Empowerment Instrument, and the Utrecht Work Engagement Scale. Pearson correlation coefficients and multiple regression analysis were used to determine relationships between demographic data and study variables. RESULTS: Overall, nurses had high perceptions of structural empowerment and psychological empowerment and were moderately engaged. Also, significant positive relationships were found between the key study variables. CONCLUSIONS: Results show positive correlations between empowerment and perceived engagement among clinical nurses.

The Center for Nursing Excellence: A Health System Model for Intentional Improvement and Innovation

An innovative Center for Nursing Excellence model that supports structural empowerment and the achievement of exemplary nursing, patient, and organizational outcomes was implemented in 2 separate health systems in the western United States. Formal leadership roles for nursing practice, research, professional education, and Magnet® continual readiness are aligned to ensure that Magnet designation is attained and maintained in system hospitals.

Nurse practitioner/physician collaborative practice: an integrative model for professional peer review.

As chief nursing officers partner with physician colleagues to create collaborative models of practice across the care continuum, the role of peer review in achieving quality outcomes cannot be overlooked. This article describes how an integrated healthcare system approached the creation of a unique integrative model for physician/nurse practitioner peer review.

Implementing Institute of Medicine Future of Nursing recommendations: a model for transforming nurse practitioner privileges.

The Institute of Medicine Future of Nursing report created a sense of urgency to remove barriers preventing advanced practice RNs from practicing to their full scope of practice. With the chief nursing officer as catalyst for change, this article describes a collaborative model and process that resulted in expanded clinical privileges for nurse practitioners in an integrated healthcare system.