Order Description

Chamberlain College of Nursing NR-531 Nursing Leadership in Healthcare Organization
Shared Governance and the Magnet Model (graded)
Describe the nursing care delivery model used at your current or previous employer. Would you

utilize this model at SLMC? Explain your rationale.
References
Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory

and application.(8th ed.). Philadelphia: Lippincott Williams & Wilkins.
? Chapter 12: Organizational Structure (Review)
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones &

Bartlett Learning.
? Chapter 7: Organizational Structure and Analysis, pp.270?285
? Chapter 22: Magnetism: Exemplary Nursing Excellence
Article
Morrow, M. (2015). Can different leadership models work concurrently in an organization?

Illuminations, 24(1): 4-6. Link to article
American Nurses Credentialing Center (ANCC). (n.d.). Magnet recognition program overview.Retrieved

from http://nursecredentialing.org/Magnet/ProgramOverview
Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory

and application (8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Reinhold, R. (2006). Cognitive style inventory. Retrieved from

http://www.personalitypathways.com/type_inventory.html
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones &

Bartlett Learning.
Page or paragraph numbers must be included with quotes per APA. See APA re how to format references

and in-text citations i.e. capitalization issues and use of the ampersand versus the word (“and”).
Including at least one in-text citation and matching reference.
Check for grammar and spellings
Magnet Model
As we begin this week?s lesson, it is important to reflect upon variations of organizational

structure and culture from our previous lessons.
The Magnet Recognition Program?, developed by the American Nurses Credentialing Center (ANCC),

measures and recognizes healthcare organizations for high-quality patient care and nursing

excellence utilizing evidence-based nursing practice (ANCC, n.d.). Magnet designation means an

agency is considered by consumers to provide high-quality nursing care. In addition, agencies with

this designation have been generally successful in recruiting and retaining high-quality nursing

staff and utilizing evidence-based practice. Furthermore, this Magnet designation supports the

American Nurses Association (ANA) scope and standards of practice for nurse administrators.
It is not an easy task to obtain Magnet recognition and continue to follow this model of practice

(Marquis & Huston, 2015). Within the Magnet model are five key areas that must be addressed. These

include transformational leadership, structural empowerment, exemplary professional practice, new

knowledge, innovations and improvements, and empirical outcomes (Roussel, 2013). There are specific

criteria for hospitals to achieve to be awarded Magnet hospital designation. Please see below for a

review of these forces.
Shared Governance
What Is Shared Governance?
Shared governance is an organizational structure that was viewed as innovative in the 1980s. As the

term describes, shared governance involves sharing the governance of an organization among all

members of the team, such as nurses, physicians, management, and so forth. This structure provides

nurses more autonomy and control over their nursing practice by being accountable for that practice

(Marquis & Huston, 2015).
Many organizations have aspired to adopt a shared-governance model but have struggled due to the

many changes that are involved to fully adopt this model. The shared-governance model typically

incorporates various nursing councils with a specific focus, which will ultimately benefit the

overall organization.
Figure 12.5 in your Marquis & Huston (2015) textbook provides a sample of one nursing council

structure.
It can be challenging for nurse leaders to provide the commitment, understanding, and recognition

of the hard work needed to achieve this model fully. Relationships, reporting structure, and work

assignments, to name a few, are changed from the traditional model to which most organizations are

accustomed. Oftentimes, organizations may give up before the full capability and functionality of

the shared governance model are realized.
Some organizations have found it beneficial to employ a Magnet coordinator or a designated person

to facilitate and have oversight of preparing the Magnet document for submission. This role can

also include necessary training required for staff, collecting data, communication with various

teams, and oversight and participation in committee work. Generally, it takes years to prepare the

organization to embrace the Magnet culture and to submit the required documentation with all the

needed information.
Organizational Communication
Within any healthcare environment, high-quality nursing leadership and effective communication

between all parties is essential. As the nurse executive, recognizing a need for change,

communicating your vision, developing commitment and trust, and communicating the intent to seek

Magnet recognition or maintain your current Magnet designation involves communication from all

parties throughout the organization. Empowering employees to be part of the communication and

decision-making process is integral to a shared governance or Magnet model philosophy and supports

a participative management style. Communication within the councils and sharing of information

within units is vital so all are hearing the same consistent message. In addition, elements of

communication are utilized for daily problem solving and decision making. The nurse executive sets

the tone for the communication climate and nature of communication within an organization.
Cognitive and Personality Style
Cognitive-Style Inventory and Nurse Leadership
As we continue to develop our leadership skills, it is helpful to reflect on our individual

talents, skills, strengths, and areas of opportunity. Last week, we discovered our learning style;

this week, we will discover our cognitive and personality style. The Myers-Briggs is commonly

utilized by management to assist leaders in discovering ways to enhance teamwork, communication,

and cooperation. Understanding one?s mental process and orientation may assist with your leadership

style. There is generally a charge for the Myers-Briggs, and it can be purchased online. The

Myers-Briggs has been utilized in many settings and involves reflection of your mental process;

specifically, how you perceive (sensing and intuition) and make judgments (think and feel). In

addition, the mental orientation includes one energy orientation, which includes introversion or

extroversion.
The cognitive-style inventory is not a substitute for the Myers-Briggs typology, and there are no

right or wrong answers. It is a personal inventory for you, as a nurse leader, to reflect upon the

results. Access the following link to review the most recent version of the cognitive style

inventory at the bottom of the page (Reinhold, 2006):

http://www.personalitypathways.com/type_inventory.html.
Summary
This week, we started our exploration by reviewing the Magnet model and understanding the

importance of the shared governance model. We also completed a self-review of our individual

cognitive style. Next week, we will discuss theory utilization in management.
St. Louis Medical Center (SLMC)

Mission
SLMC is dedicated to providing access to quality healthcare in a supportive and caring environment

with an unyielding devotion to excellence, safety, and an unequaled passion and commitment to

ensure outstanding healthcare that optimizes the quality of life for those we serve.

Vision
SLMC will be a national leader for excellence and innovation in developing and delivering the

highest quality of the next generation of consumer-driven healthcare; focus on our patients as

individuals and provide healthcare experiences that are tailored and personalized to meet their

physical, psychosocial, emotional, and spiritual needs.