Shared governance models have been implemented in health care organizations throughout the world over the past three decades. Moving from a vertical governance structure to a shared leadership organizational model requires significant changes in the culture of an organization, and in the behaviors, beliefs and values of its members. The purpose of this study was to discover, describe and systematically analyze the expressions, meanings, lifeways, beliefs, and values of selected clinical nurse shared governance council leaders in a pediatric health care organization. The aims of this study were to: 1) gain new knowledge from the participants through interviews, focus group sessions and field work that may prepare nurses as leaders; 2) discover barriers that may exist in the development of the caring lifeways that are needed to prepare nurses as leaders; and 3) analyze how caring relationships develop to promote nursing leadership. Ethnonursing research methods (Leininger, 1997) were used to discover previously unknown knowledge about the participants' experiences. The findings illustrated how caring relationships assisted clinical nurse council leaders to discover leadership within themselves, find their own voice, give voice to other nurses, accept personal and professional accountability for nursing practice, and advocate for patients and families. Caring leadership practices were all levels of nurses equally sharing their beliefs and values about nursing practice. However, the values and beliefs that nurses experienced in a hierarchical organizational culture could sometimes be in opposition to a nursing culture with the values and beliefs of shared governance. Mutuality in shared governance was clinical nurse council leaders engaged in equitable, reciprocal communication with managers to share leadership and decision making about nursing practice, and grow professionally to become nursing leaders.