Creating a Context for Excellence and Innovation: Comparing Chief Nurse Executive Leadership Practices in Magnet and Non‐Magnet HospitalsPorter-O'Grady, Tim DM, EdD, APRN, FAANNursing Administration Quarterly: July/September 2009 - Volume 33 - Issue 3 - p 198–204 doi: 10.1097/NAQ.0b013e3181acca44 Article Abstract Author Information Chief nurse executives create a context for leadership, innovation, and practice in hospitals. It is valuable to get a sense of nurse executives' perceptions regarding their leadership practices and how they value them. Furthermore, it is of interest to see if there is significant differentiation in these perceptions between chief nurse executives in Magnet hospitals and those in non-Magnet hospitals. This article discusses a study of the leadership practices of these 2 groups of nurse executive's leadership practices and reports the results. Concluding is a brief discussion regarding impact and importance of the nurse executive related to excellence and innovation. Tim Porter-O'Grady Associates, Atlanta, GA; and College of Nursing and Healthcare Innovation, Arizona State University, Phoenix. Corresponding Author: Tim Porter-O'Grady, DM, EdD, APRN, FAAN, Tim Porter-O'Grady Associates, Inc, 925 B Peachtree St NE, Ste 400, Atlanta, GA 30309 (firstname.lastname@example.org). © 2009 Lippincott Williams & Wilkins, Inc.