This research study used a causal-comparative method to examine three key stakeholder groups and their perceptions to a Magnet work environment following nursing leadership interventions. The analyses were intended to explore differences between the three groups in perceptions, priorities, and degrees of acceptance to the eight attributes that identify a Magnet hospital. Results of this study indicated that the three groups met or exceeded the national scores of past staff nurse Magnet studies; however, significant differences were observed between staff nurses and the nursing and physician leadership groups. The results suggested that a Magnet cultural change requires that nursing leadership understand the implications associated with organizational change and that each stakeholder group be included in the cultural change process to achieve an optimal Magnet working environment.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-B 68/09, Dissertation Abstracts International|
|Subjects:||Management, Health care management, General Medical and Surgical Hospitals|
|Keywords:||Health care, Magnet hospitals, Organizational culture|
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