“…Beyond issues of power, shared governance models make good clinical sense. Research (Preuss, 1999) has shown that they lead to improved nurse staffing ratios, which have a positive impact on the quality of patient care (Aiken, Clarke, Sloane, Sochalski, & Silber, 2002); better hospital financial performance (Preuss, 1999); and greater accountability, increased staff empowerment, and personal growth (Breda, 1997;Erickson, Hamilton, Jones, & Ditomassi, 2003;Larkin, Cierpial, Stack, Morrison, & Griffith, 2008). Research on Magnet hospitals (Kramer & Schmalenburg, 2003) found that the highest staff nurse ownership of practice issues and outcomes occurred where there were visible, viable, and recognized structures devoted to nursing control over practice.…”