Brokers of Change: Outcomes of a Shared Governance Model of Leadership in Academia

Long, JoAnn D.

Friday, 3 August 2012: 10:35 AM

JoAnn D. Long, RN, PhD, NEA-BC¹
Cindy Ford, PhD, RN, CNE¹
Beverly Byers, EdD, RN¹
LaNell Harrison, RN, MSN¹
Steve German, PhD²
Rod Blackwood, PhD³
(1)Department of Nursing, Lubbock Christian University, Lubbock, TX
(2)College of Professional Studies, Lubbock Christian University, Lubbock, TX
(3)Provost and Chief Academic Officer, Lubbock Christian University, Lubbock, TX

Learning Objective 1: 1) Discuss the measurable outcomes associated with the implementation of a shared governance model of leadership in an academic department of nursing.

Learning Objective 2: 2) Discuss the application of elements of the science of collaborative teams, healthy work environments, and authentic leadership to a shared governance model for faculty.

Purpose: There is an international shortage of nurses. Data support faculty nearing retirement age will affect the supply of educators needed to teach the next generation. Evidence from academia suggests that program leaders experience disproportionate workloads related to program demands and excessive job-related stressors compounding the problem. Workplace structures which address root-cause and retain, support, and grow academic leaders at all levels are needed. Shared governance (SG) models and authentic leadership play a role in establishing and sustaining healthy work environments in clinical settings; however, SG has not been widely applied in traditional academic settings. The purpose of this project is to discuss the measureable outcomes associated with the implementation of a SG model of leadership and to discuss the application of elements of collaborative teams, healthy work environments, and authentic leadership to a SG model for nursing faculty.

Methods: This project used a non-experimental, descriptive, mixed-method design. The research questions are: 1) “What are the structural, financial and human [faculty, student, and alumni] outcomes associated with implementing a SG model of leadership during the 2009-2011 timeframe? 2) What elements of collaborative teams, healthy work environments, and authentic leadership are applicable to a SG model?

Results: The department of nursing restructured from a traditional, vertical-hierarchical model to a horizontal-flat SG model consisting of a collaborative team of directors. The outcome metrics support a 54% increase in student enrollment, project an additional increase in 2012 from new partnership students, increase in MSN alumni donations from 0.07% to 36%, and a 22% increase in student research abstract acceptance. Qualitative assessment of increased faculty engagement suggests a growing integration of collaborative team elements and authentic leadership characteristics which may contribute to healthy work environments.

Conclusion: A SG leadership model improved program outcome metrics and may contribute to healthy work environments meriting further study.

See more of: Nursing Leadership, Methodological Issues, and Disease Prevention: Strategies to Improve Work Environments
See more of: Research Sessions: Oral Paper & Posters