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Transformational leadership in nursing practice

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journal contribution
posted on 2013-01-07, 09:11 authored by Owen DoodyOwen Doody, Catriona M. Doody
Traditionally, nurses have been over-managed and led inadequately, yet today they face unprecedented challenges and opportunities. Organisations constantly face changes that require an increasingly adaptive and flexible leadership. This type of adaptive leadership is referred to as ‘transformational’; under it, environments of shared responsibilities that influence new ways of knowing are created. Transformational leadership motivates followers by appealing to higher ideas and moral values, where the leader has a deep set of internal values and ideas. This leads to followers acting to sustain the greater good, rather than their own interests, and supportive environments where responsibility is shared. This article focuses on transformational leadership and its application to nursing through the four components of transformational leadership. These are: idealized influence; inspirational motivation; intellectual stimulation; and individual consideration.

History

Publication

British Journal of Nursing;21(20), pp. 1212-1218

Publisher

Mark Allen Healthcare

Note

peer-reviewed

Language

English

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