DEFINING THE TERM "NURSE LEADER" THROUGH USE OF THE DELPHI PROCESS (LEADERSHIP).
Contributors: Bowling Green State University.
Published: 1991
Number of pages: 372
Subjects: Health Sciences, Nursing.; Statistics.
Description: While extensive research has been conducted on leadership styles, characteristics of leaders, and situational variables affecting leadership both within and outside of nursing, there has been little, if any, research conducted on expected leader functions. Furthermore, most of the research has focused on those serving in formal leadership positions rather than on recognized leaders. Moreover, within the nursing literature, there have been both repeated calls for nurses to emerge as leaders and discrepancies regarding the functions nurse leaders are expected to perform. Therefore, this study was designed to elicit leader functions from a diverse group of recognized nurse leaders.

In phase one of the study, 310 nurses serving in various leadership capacities identified a total of 485 nurse leaders. In phase two, 19 of those most frequently named participated in a four-round Delphi process. In the first round, panelists submitted paragraphs on leader functions. Through content analysis, 429 statements were reduced to 98 discrete items and placed in 11 conceptual areas.

The panelists used a five-point Likert scale ranging from strongly disagree to strongly agree to respond in rounds two, three, and four. By the end of the fourth round, the panelists had achieved consensus, with stability of response, that 81 (79.4%) of the items were indeed functions of nurse leaders. Specifically, consensus was achieved on all of the empowerment functions followed by vision (88%), decision making (86%), work setting--general (86%), personal communication (83%), professional responsibilities (76%), interpersonal communication (75%), self-direction (73%), values/ethics (70%), and planning (70%).

Furthermore, 72.2% of the panelists concurred that leadership and management were separate entities; 27.8% viewed management as a function of leadership, and 0% felt that leadership and management were the same or that leadership was a function of management. This finding supports beliefs within and outside of the nursing profession that leadership and management are separate entities. In addition, significant differences were found using the variables of panelist age, years of practice, and highest degree on 11 of the functions and between initial degree and current position on eight functions.
Notes: Source: Dissertation Abstracts International, Volume: 52-07, Section: B, page: 3524.

Thesis (PH.D.)--BOWLING GREEN STATE UNIVERSITY, 1991.

School code: 0018.