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Professional Governance and the Journey to Advanced Nursing Leadership: From Bedside to Boardroom
Janet Stifter1, Catherine Catrambone
1Author Affiliations: Vice President (Dr Stifter), Hospital Operations, Perioperative and Interventional Services and Professional Nursing Practice, Rush University Medical Center, Chicago; and Associate Professor and Associate Chair (Dr Catrambone), Department of Adult Health and Gerontological Nursing, Rush University College of Nursing, Chicago, Illinois.
Objective:
The aim of this study was to understand the unique role of professional governance (PG) in shaping nurse leaders focusing on the role of mentors and early leadership exposure.
Background:
Since 1984, Rush University Medical Center has had a PG model with a clinical nurse president in a dyad relationship with the CNO.
Methods:
This study used 1:1 qualitative interviews and a self-administered quantitative survey.
Results:
Eighty-three percent (25/30) of presidents participated. Average time as a clinical nurse to presidency was 13.06 years. Mentors, past presidents, or leaders encouraged 84% (21/25) of the candidacies. Presidents identified leadership mentors, highlighting the CNO (96%, 24/25) and past presidents (68%, 17/25). Post presidency, 52% (13/25) matriculated to leadership or specialty roles. Graduate level education increased to 72% (18/25).
Conclusions:
Family influences, early leadership opportunities, and critical life events impacted these presidents. A past presidents committee and transition plans are recommended to support future PG leaders.
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