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Transformational leadership in nursing practice

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dc.contributor.author Doody, Owen
dc.contributor.author Doody, Catriona M.
dc.date.accessioned 2013-01-07T09:11:48Z
dc.date.available 2013-01-07T09:11:48Z
dc.date.issued 2012
dc.identifier.uri http://hdl.handle.net/10344/2782
dc.description peer-reviewed en_US
dc.description.abstract 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. en_US
dc.language.iso eng en_US
dc.publisher Mark Allen Healthcare en_US
dc.relation.ispartofseries British Journal of Nursing;21(20), pp. 1212-1218
dc.subject tranformational en_US
dc.subject leadership en_US
dc.subject nursing en_US
dc.subject practice en_US
dc.title Transformational leadership in nursing practice en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.identifier.doi 10.12968/bjon.2012.21.20.1212
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 1415079


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