PERFORMANCE OF CHIEF NURSE EXECUTIVE COMPETENCIES (NURSING ADMINISTRATION).
Contributors: Walden University.
Published: 1996
Number of pages: 138
Subjects: Health Sciences, Nursing.; Health Sciences, Health Care Management.; Health Sciences, Education.
Description: This research explored the differences between the level of work experience and educational preparation for Chief Nurse Executives (CNEs) and their work performance for selected leadership, organization, and health care economics competencies. The theoretical framework for this study was based upon the Iowa Model of Nursing Administration and systems theory.

In Chapter 1, the background information and research problem is identified. The CNE role is changing to keep up with the demands created by the rapidly changing health care industry. The problem was to determine how to meet these demands through appropriate education and experience.

In Chapter 2, a review of nursing administration literature and systems theory is provided. The role and educational preparation of the nurse executive is presented from a current and futuristic perspective.

The methodology in Chapter 3 describes the research methods used. A mail survey was sent to 128 CNEs in Arizona, with 63 respondents for a 49% return rate.

Chapter 4 presents the demographic and statistical results of this research. The following participant profile emerged: female, age 40 to 49, master's degree in Nursing, 1 to 5 years experience as a CNE, and previous experience as a unit director or manager. The years of experience made the most difference in performance with five statistically significant findings, followed by previous management experience, facility bed size, and formal education. The informal education made no statistically significant difference in CNE performance.

Additional analyses revealed the majority of CNEs recommended mentoring as the best informal education and a master's in nursing, business administration, or a combination of both, as the degree needed for the CNE role.

The two best performed competencies were interpersonal relations and decision making. The two worst performed competencies were financial audits and data processing systems.

Chapter 5 presents a discussion of the results along with recommendations for further study. In addition, the results of this study helped to validate the competency of CNEs in rural settings and smaller facilities compared to the large complex facilities of their counterparts.
Notes: Source: Dissertation Abstracts International, Volume: 57-06, Section: B, page: 3656.

Thesis (PH.D.)--WALDEN UNIVERSITY, 1996.

School code: 0543.