ADOPTION OF SHARED LEADERSHIP MANAGEMENT AND HEALTH CARE EMPLOYEES' MENTAL MODELS.
Contributors: University of South Dakota.
Published: 1996
Number of pages: 117
Subjects: Health Sciences, Nursing.; Health Sciences, Education.; Business Administration, Management.; Psychology, Industrial.
Description: The purpose of this study was to describe the mental models of critical care nurses after the implementation of a management change to shared leadership and to identify which concepts of shared leadership were more readily embraced than others. Three concepts were identified as crucial for success of the management change process (empowerment, accountability, partnership) and operational definitions developed for each. Thirteen scenarios based on daily clinical situations measuring the operational definitions of the concepts were posed to fifteen critical care nurses in personal interviews. Specific criteria were developed for each scenario and scoring was based on whether the criteria were met. The results of this study provided a measure of nurses' acceptance of the new management change and identified partnership as an area to target for further education and system redesign. This process is important in providing a method for evaluation after a management change to identify areas to target for additional staff education and/or system redesign.
Notes: Source: Dissertation Abstracts International, Volume: 57-06, Section: B, page: 3660.

Thesis (ED.D.)--UNIVERSITY OF SOUTH DAKOTA, 1996.

School code: 0203.