Empowerment Theory in Action: The Wisdom of Collaborative Governance
ABSTRACT The purpose of this article is to demonstrate how active participation on a Collaborative Governance committee can promote empowerment, along with enthusiasm and confidence, while implementing the committee’s mission. This article will begin by delineating the concepts of empowerment theory and describing our institution’s Collaborative Governance structure and the structure of the Nursing Research Committee. Then the mechanisms that have fostered empowerment among committee members will be discussed, and evidence of empowerment among committee members will be presented. This article is offered to encourage more nurses to seek the rewards inherent in committee participation, and to demonstrate the link between committee work, empowerment, and professional development experienced by members of the Nursing Research Committee at our institution.
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ABSTRACT: The account of The Alliance for Gay, Lesbian, Bisexual, Transgender, and Questioning (GLBTQ) Youth formation offers a model for developing community-based partnerships. Based in a major urban area, this university-community collaboration was spearheaded by social workers who were responsible for its original conceptualization, for generating community support, and for eventual staffing, administration, direct service provision, and program evaluation design. This article presents the strategic development and evolution of this community-based service partnership, highlighting the roles of schools of social work, academics, and social work students in concert with community funders, practitioners and youth, in responding to the needs of a vulnerable population. KeywordsGLBTQ youth-Sexual orientation-Community-based partnerships-Empowerment-Participatory action researchChild and Adolescent Social Work Journal 10/2010; 27(5):323-334. DOI:10.1007/s10560-010-0210-0
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ABSTRACT: Shared governance, a managerial structure that supports clinical decision-making by staff members, is a key empowerment mechanism in nursing organizations today. In many Magnet™ organizations, the shared governance model is the cornerstone of the forces of magnetism.1 Nursing literature is replete with shared governance successes and continued explorations of the model. This body of work suggests that healthcare organizations with shared governance models have stronger patient outcomes. This is supported in the business literature by Argyris, who states that the real measurement of empowerment's success is performance improvement; factors such as satisfaction and commitment are secondary.2 Regardless of the outcomes, today's nursing leaders believe in shared governance's principles and are implementing and updating models in their organizations.Nurse Leader 10/2009; 7(5). DOI:10.1016/j.mnl.2009.03.004
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ABSTRACT: The ability of human beings to find meaning by being directed toward something, or someone, other than themselves is termed "self-transcendence." Previous research indicated that the ability of nurses to self-transcend and thus derive positive meaning from patient-caring experiences increased work commitment and fostered work engagement. However, the relationship between self-transcendence and work engagement had not been investigated. The purpose of this study was to explore the levels and relationships of self-transcendence and work engagement in acute care staff registered nurses (ACSRNs). This was a descriptive correlational study using Reed's theory of self-transcendence. The Self-transcendence Scale, the Utrecht Work Engagement Scale, and a demographic questionnaire were completed by a convenience sample of 84 ACSRNs who attended an annual acute care nursing conference in northern Illinois. ACSRNs level of self-transcendence was high, similar to that of other nurses, but higher than that of nonnurses. ACSRNs level of work engagement was at the high end of the "average" range. There was a significant positive correlation between self-transcendence and work engagement. Nurses with higher levels of self-transcendence had more energy toward and were more dedicated and absorbed in their work.Critical care nursing quarterly 01/2010; 33(2):138-47. DOI:10.1097/CNQ.0b013e3181d912d8