The purpose of this study was to examine hospital chief nurse executives'
self-perception of leadership practices and compare self-perceptions of
leadership practices in Magnet and non-Magnet hospitals.
Chief nurse executives in U.S. Magnet hospitals (N = 71; response rate = 38%) and a sample of non-Magnet hospitals (N = 90) were surveyed (asked to complete the Leadership Practices Inventory).
The most frequently reported leadership behavior by chief nurse executives was Enabling, followed by Modeling, Encouraging, and then
Inspiring and Challenging. Although routinely higher for Magnet chief nurse executives, no statistically significant differences were found
on any of the five leadership practices between them and their counterparts from non-Magnet hospitals.
The author suggests that "this study's data provide a baseline against which subsequent studies of chief nurse executives might be
compared and contrasted" (p. 106) and "consistently higher scores in the five leadership practice categories by chief nurse executives
support the transformational leadership values these scores reflect, identified as important to the role of a nurse executive. This
supporting study provides a baseline that suggests chief nurse executives strongly value these leadership practices as an expression of
personal leadership" (pp. 106-107).