ABSTRACT
Barrett's power theory provides a theoretical framework that can be applied to the practice of nursing administration. From this perspective, the role of the system chief nurse executive can be seen as an evolutionary emergent, that of chief vision officer. Various organizational initiatives relevant to this role are discussed as exemplars of practice informed by the Barrett's power theory.
Subject(s)
Leadership , Nurse Administrators , Nurse's Role , Nursing Theory , Power, Psychological , Attitude of Health Personnel , Chief Executive Officers, Hospital/organization & administration , Chief Executive Officers, Hospital/psychology , Clinical Governance/organization & administration , Communication , Decision Making, Organizational , Humans , Interprofessional Relations , Knowledge , New York City , Nurse Administrators/organization & administration , Nurse Administrators/psychology , Nurse's Role/psychology , Organizational Culture , Organizational Objectives , Problem SolvingABSTRACT
The role of the healthcare system chief nurse executive is complex, daunting, risk-laden, and exciting, and provides unprecedented opportunities to influence the care of patients in a very broad context. Creating a unified vision, mission, and culture is a challenging task that can be personally and professionally rewarding. At first glance, the role can appear impersonal and distant, with little opportunity for meaningful interaction with staff. However, with thoughtful consideration, the system chief nurse executive can establish effective relationships that have far-reaching outcomes.
