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

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Abstract

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.

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