Description/Overview: Creating and sustaining a culture of Evidence Based Practice (EBP) is a challenging yet rewarding endeavor. The manner in which this cultural change reshapes the roles of the clinical staff and nursing leadership has been relatively unexplored. This session will provide an overview of the role transformation that occurred following the adoption and sustainment of an evidence-base practice (EBP) culture within a large academic medical center. Traditional organizational and clinical problem solving takes on a new dimension in an environment with a nursing staff well enculturated in EBP. Questions must be posed differently and the processes to seek solutions must be altered within a thriving EBP paradigm. Nurses who lead in flourishing EBP cultures find that their role, and the expectations of them as leaders are impacted. Within a robust culture of EBP, nurse leaders must re-think how: 1). they ask questions, 2). delegate to others, 3). create timelines for problem resolution, 4). disseminate the solution, 5). prepare budgets and 6). lead newly empowered clinical staff. Experiences in adapting to new roles and strategies to support these role changes will be discussed. The first session will discuss the modifications in the role of the Hospital-Based Clinical Nurse Scientist. Examples of how clinical projects were selected and/or reshaped following the enculturation of EBP will be shared. The second session will discuss the modifications in the role the Administrator for Nursing Quality, Research, Education, and Evidence-Based Practice. Examples of how a new infrastructure was used to hire and support nurse leaders and the collaborative projects that emerged as a result of this collaboration will be presented. The third session will discuss the modifications in the role of the Chief Nurse Executive. Examples of how organizational issues/problems were resolved and the provision of mentorship to less experienced nurse leaders will be discussed.