Transforming the Context of Care Through Shared Leadership and Partnership

Abstract

This article explores the concept of the chief nursing officer's (CNO's) role in explaining and supporting the context of nursing for nurse administrator education and training in future decades. The role of the nurse leader in an organized setting is to provide the context for nursing as a discipline and well as the resource allocation for the content of nursing. Little has been written or researched about the role in support of the context for nursing. A case example from an international organization in Saudi Arabia will be explained and examined in the hopes that future researchers will explore the universality of the applied education for CNOs across the globe. The application of shared governance as a structure for the clinical discipline is explained with comparison outcomes of US Magnet recognition hospitals. In addition, the application of a professional practice model that includes a unique theory-based model of care focusing on the Muslim patient is explained to give further context to the nursing practice of cultural competence. This case example reinforces the importance of the role of the CNO to help focus the discipline of nursing on cultural competence, and a theory-based approach to the practice of nursing that should be applied in organizations where nursing is practiced.

Professional practice models for nursing: a review of the literature and synthesis of key components

“…, Dickey , McGlynn et al . , George & Lovering ). Along with organisational values, concepts used to ground PPMs included the Forces of Magnetism (Hitchings et al .…”

“…Alternative sources of theory to ground a PPM included models developed in an author's earlier work (Wolf et al . , Meehan , George & Lovering ) or adopted from other settings (Mullen & Asher , Edmundson , Harwood et al . ).…”

“…). Responsibility shifts to the individual nurse to demonstrate competence in the specialised skills required to meet such standards (George & Lovering ). At an organisational level, accountability was related to shared governance and nurses having control over the scope of and credentials required for nursing practice.…”

“…Again, the impetus was to empower nurses through increased organisational participation and accountable decision-making. Shared governance proved to be an enduring concept with a number of later PPMs defined by nurses' participation in councils and committees designed to empower shared decision-making (Newcomb et al 2009, Sharkey et al 2009, Dickey 2012, McGlynn et al 2012, George & Lovering 2013. Along with organisational values, concepts used to ground PPMs included the Forces of Magnetism (Hitchings et al 2005(Hitchings et al , 2010 and, commonly, the linked concepts of caring and relationships which aligned with long held organisational nursing principles (McCrea et al 2003, Duffy et al 2007, Latta & Davis-Kirsch 2011, Edmundson 2012.…”

“…Alternative sources of theory to ground a PPM included models developed in an author's earlier work (Wolf et al 2004, Meehan 2012, George & Lovering 2013 or adopted from other settings (Mullen & Asher 2007, Edmundson 2012, Harwood et al 2013). One PPM was described in a theoretical paper that integrated Carper's Patterns of Knowing and Aristotle's intellectual virtues into a model for practice (Bennett Jacobs 2013).…”