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Related Experiment Videos

Work-based learning: a leadership development example from an action research study of shared governance

Tracey Williamson1

  • 1Salford Centre for Nursing, Midwifery and Collaborative Research, University of Salford, Frederick Road, Salford, Manchester M6 9PU, UK. t.williamson@salford.ac.uk

Journal of Nursing Management
|October 22, 2005
PubMed
Summary

Shared governance successfully enhanced clinical leadership skills and practices. Action research proved effective for work-based learning, though more preparation and structured reflection time are needed for optimal outcomes.

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Area of Science:

  • Nursing Leadership
  • Organizational Development
  • Action Research

Background:

  • Shared governance models are replacing traditional hierarchies, necessitating the development of clinical leaders.
  • Effective strategies are required to maximize learning from shared governance implementation at all organizational levels.

Purpose of the Study:

  • To evaluate and strengthen shared governance implementation using action research.
  • To identify factors aiding or hindering clinical leader decision-making within shared governance.

Main Methods:

  • Action research was employed, involving participant-observations and interviews.
  • Data collection occurred with shared governance council members in North-West England.

Main Results:

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  • Significant enhancement in leadership skills, knowledge, and shared governance practices observed.
  • Participants found preparation for council roles inadequate, indicating a need for more structured time for reflection and action planning.

Conclusions:

  • Shared governance implementation successfully developed leadership capacity, leading to model improvements.
  • Action research is highly effective for optimizing work-based learning in leadership development.
  • Nurse managers require enhanced coaching skills, and organizational climate optimization is crucial for successful work-based leadership development.