Kanter believes that a leader’s power will grow by sharing the power through empowering others and as a result, leaders will realize increased organizational performance … Kanter’s theory of structural empowerment focuses on the structures within the organization rather than the individual's own qualities (Bradbury-Jones, Sambrook, & Irvine, 2007). Kanter's findings made structural issues central, however, and the implications for change management were significant. To compete effectively and achieve success companies usually rely on the involvement of their employees and must nurture their employees and encourage their initiative. Key words: empowerment, nursing research committees, power, shared governance, collaborative governance. Collaborative Governance, the model which has been implemented at Massachusetts General Hospital (MGH), emphasizes participation and communication within and across disciplines in the decision-making process (Erickson et al., 2003). Quotes and narratives were used with permission by Committee members. Furthermore, several authors also revealed an additional dimension of self-efficacy, known as creative self-efficacy. CG was identified as a cornerstone of the professional practice model at MGH, an acute care facility in Boston, MA, in 1996 by Jeanette Ives Erickson, who was then the newly appointed Chief Nurse. First described in 1977, the theory of structural empowerment posits that certain factors in a work environment can enable or block employees’ ability to accomplish their work in meaningful ways. Each subcommittee took the responsibility to summarize their accomplishments for the previous year and to identify goals for the upcoming year. How to create an innovative journal club-and keep it going. On one side, the supervisor bears pressure from the management, who wants the work done while on the other side, the employees want a fair leadership. I was proud to be a small part of this Committee. We trust that you will find this presentation interesting and will be able to apply it both in your studies and in your worklife. As the subcommittees became more cohesive and defined, their meetings expanded in length beyond the initial 30 minutes. Bibliography: Higher scores represent higher levels of the construct. The mentoring relationships have served to guide member participation, drive Committee initiatives, and support professional growth and leadership skills. It must be noted though, that although personality traits can influence decisions, say on person-organization-fit, it can also be subjective and such decisions may not be correct at all. strategic issues. Schulze and Steyn (2003) affirmed that in order to understand people’s behavior at work, managers or supervisors must be aware of the concept of needs or motives which will help “move” their employees to act.Theories such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. The discussion below includes specific examples of the Committee’s work, followed by quotes from the members describing their experiences and illustrating how the Committee work has empowered them. Initially, the members divided into groups in accordance with their specific area of responsibility during the last 30 minutes of each monthly meeting. This section will now explain how the application of these concepts and their associated principles has promoted empowerment of the Committee members as evidenced in the members’ expressions of competence, autonomy, sense of job meaningfulness, and ability to impact the organization. To see the work of my peers being highlighted so favorably within MGH gives me a sense of pride to belong to such a productive and dynamic group. Accountability has been described as a willingness to invest in decision making and to assume responsibility for individual and collective performance. Our high standards promote on-going evaluation of our work by the group and by our “customers.” A true example of ...[broad recognition occurs]  when nurses, who want to utilize our methods and expertise to disseminate their research or knowledge, seek us out. Since its inception in the late 1970s, Kanter's (1977) theory of tokenism has been at the heart of a great deal of spirited academic debate. On the other hand, several authors (e.g., Elias et al., 2013; Karatepe et al., 2006) definethat self-efficacy is not only in individual level but also as a group or team level. Kluska et al., (2004) have noted that psychological empowerment includes feelings of competence, autonomy, job meaningfulness, and an ability to impact the organization. -) The members exude a spirit of support, camaraderie and old fashioned brain power which is guided and buoyed by the Committee chairs and coach who are generous with their time, heart and soul. Each subcommittee now has a senior and junior co-chair whose responsibilities include overseeing the subcommittee initiatives, communicating the work of their group to the Committee-at-large, participating in presentations representing the Committee, and mentoring new members. A nurse who participated in this poster series reported: -) Working on the “Did You Know…?” poster subcommittee allows members to see issues that cross all nursing departments. According to this theory, empowerment is promoted in work environments that provide employees with access to information, resources, support, and the opportunity to learn and develop. These presentations personalize the research process and stimulate thought about the applications of findings to practice. Catherine A. Griffith is a Clinical Nurse Specialist in the Cardiac Surgery Division and Coach of the Nursing Research Committee at the Massachusetts General Hospital in Boston, Massachusetts. Writing the report as a group gave each participant better insight into how the work of the Committee aligns with, and supports, the objectives of the organization. The original, one-day, annual event included the display of nursing research posters throughout the institution, a presentation by a visiting scholar, internally funded research award announcements, and presentations by previous research award recipients. In order to do the things listed above, managers must work on perception; how do the employees perceive the tasks that are being asked of them, and, above all, the attitude it is being presented with (Liebler & McConnell, 2012). Journal of Nursing Education, 44 (10), 459-469. AORN, 80(3), 493-496, 498, 501-504, 506, 509-512. Organizational studies and human resource management. Authors Heather K Spence Laschinger 1 , Stephanie Gilbert, Lesley … Retrieved February 1, 2008 from the world wide web at: www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/ Volume92004/Number1January31/SharedGovernanceModels.aspx. Kanter’s Structural Empowerment Theory [ TOP] Kanter (1993) expresses the characteristics of a situation can either constrain or encourage optimal job performance, regardless of personal tendencies or predispositions. The Structural Theory of Organizational Empowerment really is very relevant to the nursing profession. 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