MariLou Prado-Inzerillo1, Joanne T Clavelle, Joyce J Fitzpatrick. 1. Authors Affiliations: Vice President of Nursing Operations (Dr Prado-Inzerillo) New York-Presbyterian; Regional Vice President/Chief Nursing Officer-West (Dr Clavelle), GetWellNetwork, Bethesda, Maryland; Elizabeth Brooks Ford Professor of Nursing (Dr Fitzpatrick), Frances Payne Bolton School of Nursing, Case Western Reserve University, Cleveland, Ohio.
Abstract
OBJECTIVE: Describe the relationship between leadership practices and engagement of chief nursing officers (CNOs) in Magnet® organizations. BACKGROUND: Transformational leadership practices and CNO engagement are vital in influencing nursing practice. METHODS: Magnet hospital CNOs were invited to participate in a quantitative descriptive study via an online survey published in 2 newsletters. RESULTS: The CNOs rated their leadership practices high across all dimensions; the top leadership practice of Magnet CNOs was enabling others to act. There was a strong positive correlation between the vigor of engagement and the challenge the process leadership practice. CONCLUSION: This is the 1st study of Magnet CNOs transformational leadership practices and their work engagement and therefore adds to our understanding of the important characteristics to build future leadership development programs for nurse leaders at the executive level. Particularly noteworthy for the development of future nurse executives is the strong link between vigor and challenging the process.
OBJECTIVE: Describe the relationship between leadership practices and engagement of chief nursing officers (CNOs) in Magnet® organizations. BACKGROUND: Transformational leadership practices and CNO engagement are vital in influencing nursing practice. METHODS: Magnet hospital CNOs were invited to participate in a quantitative descriptive study via an online survey published in 2 newsletters. RESULTS: The CNOs rated their leadership practices high across all dimensions; the top leadership practice of Magnet CNOs was enabling others to act. There was a strong positive correlation between the vigor of engagement and the challenge the process leadership practice. CONCLUSION: This is the 1st study of Magnet CNOs transformational leadership practices and their work engagement and therefore adds to our understanding of the important characteristics to build future leadership development programs for nurse leaders at the executive level. Particularly noteworthy for the development of future nurse executives is the strong link between vigor and challenging the process.