Healthcare Employees/Individual Contributors/Members/Adults
Nursing Administration Quarterly
2002, 26(3); pp. 44-59.
Also presented at the American Nurses Association Convention, July 2002
This article describes the conceptual model of shared leadership development and
summarizes the findings from a research program that demonstrated that
implementation of a shared leadership concepts program in an organized delivery
system increased staff use of leadership behaviors, professional nursing practice
autonomy, and improved patient outcomes.
Nurses completed the LPI - Individual Contributor and Nursing Activity Scale
(Katzell, 1980), and had five colleagues complete the LPI-IC Observer forms.
Both of these were completed six months after the Shared Leadership Concepts
Nurses showed significant increases in all five self-reported leadership behaviors
and nursing professional practice autonomy from pre- to 6-months post-program.
Observers’ perceptions of nurses’ use of all the leadership behaviors also
significantly increased in all five leadership practices from pre- to 6-month postprogram. Pre-program, observer’s views of the nurses’ use of leadership
behaviors were significantly higher than the views of the nurses in all five
leadership practices. Six-months post-program, nurses still scored their use of all
five leadership practices as significantly lower than their observers.
In addition, the researchers noted that there were no significant differences in any
of the five leadership behaviors among those who responded to the pre-program
leadership surveys as compared to those who failed to complete the 6-month postprogram surveys, "thus demonstrating that no response bias existed" (p. 50).
Moreover, these findings, say the researchers, "suggest that the combination of
goal-setting, educational program, feedback, and mentoring processes may interact
to change and sustain leadership behavior and autonomy in a clinical setting" (p.