Images

Margaret Woodrow Mark, Ph.D. is a 2017 graduate fo the PHD Program in Leadership and Change at Antioch University.

Dr. Margaret Mark [left] with Committee Chair, Dr. Jon Wergin [center] and Committee Member, Dr. Elizabeth Holloway[right] at her Dissertation Defense, Antioch University Santa Barbara, May 2017

Dissertation Committee

  • Jon Wergin, Ph.D, Committee Chair
  • Elizabeth Holloway, Ph.D., Committee Member
  • Peter Vaill, D.B.A., External Reader

Keywords

nursing, nurse managers, leadership, nurses, relational leadership, spiritual leadership, spirituality, organizational culture, narrative inquiry, organizational psychology

Document Type

Dissertation

Publication Date

2017

Abstract

This research examined one large health system that has, through a stated mission outcome that every encounter is a sacred encounter, sought to enhance relationships occurring within the health care environment. Seeking to understand the lived experience of sacred encounters through the lens of nurse leaders in one acute care hospital settings this study examined how nurse leaders experienced their leadership role in realizing sacred encounters. Participants were defined as nurse leaders from one hospital setting and included nurse managers, directors and one vice president. A narrative thematic analysis framed by situational analysis was the method of inquiry. Data was gathered through an intensive interview process eliciting an in-depth exploration of the experience of the participants, along with their personal interpretation of that experience. Two questions were asked to each participant, the first to gain an understanding about their personal experience with sacred encounters and the second to allow the nurse leader to reflect on his or her personal leadership behavior as it related to the realization of sacred encounters within their primary area(s) of responsibility. A review of research of current literature focused on relational leadership, spiritual leadership and nursing leadership theory. The major finding was that organizational culture can be defined from the top of the organization and, through well-defined and purposeful leadership behaviors, be realized at the point of bedside care. This study was limited to a one-faith-based hospital. Future research should focus on broadening the scope of inquiry about organizational culture and how espoused culture can be translated into action through purposeful leadership behaviors. This dissertation is available in open access at AURA, https://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu/etd

Comments

Margaret [Peggy] Woodrow Mark, Ph.D., RN, MBA, BSN

ORCID Scholar ID# : orcid.org/0000-0003-3488-3270

Peggy is the System Vice President and Chief Nursing Officer at Premier Health in Dayton, Ohio. She provides leadership and strategic direction for over 2500 nurse across the care continuum. Peggy has spent the majority of her career providing leadership in various health care settings. She believes that the foundation of all leadership resides in leaders’ ability to form authentic relationships.

Peggy received her BSN from Wright State University, her MBA from the University of Dayton and her PhD in Leadership and Change from Antioch University. Peggy’s doctoral work was focused on the intersection of relational, spiritual and nursing leadership.

Peggy and her husband Joe reside in Springboro, Ohio with their two cats Mini and Angel. They share their amazing parents, five wonderful children and two beautiful grandchildren.

Download

Share

COinS