Shared governance (SG), a process for empowering nurses in practice settings, has been widely used for decades. However, despite enthusiasm for the concept, the process is not always successful or falters after successful initiation. To assist nursing leaders trying to implement or maintain SG processes, the author summarizes literature on both human and structural factors that contribute to the success or breakdown of SG practice models. Barriers to implementation and strategies to support implementation, as well as enculturation of SG, are discussed.
Author Affiliations: Director, Center for Nursing Excellence, WellStar Health System, Marietta, Georgia; Doctoral Student, School of Nursing, University of Kansas.
Correspondence: 813 Salacoa Rd, Fairmount, GA 30139 (firstname.lastname@example.org).