For many years nursing practice has found its foundations in nursing theory. A review of theorists such as D. E. Orem, C. Roy, B. Neumen, V. Henderson, M. E. Rogers and others reveals a focus on the management of patient care, not leadership. This has provided most nurses with a solid foundation in 'management', but little in terms of 'leadership.' In more recent years, theories such as the Deming Management Method, Managers as Developer Model, Shared Governance and Transactional Leadership have been introduced, none of which are nursing theories. This article discusses the conceptualized differences between management and leadership theory arguing that there is a difference between 'leadership and management'. A leadership theory is proposed utilizing Ida J. Orlando's model for nursing. This theory provides a nursing foundation for nursing leaders to utilize both in the management of patient care and in leadership.
We would like to thank all of the consultees in the project for freely giving their time. Thanks also go to Anh Tran, Information Services, PHE for her invaluable support and Dr Hannah Lewis for her insight across the project.
Many ineffective nurse managers are control addicts, resulting in battered nurse syndrome in subordinates and creating a control cycle that is a barrier to becoming effective nurse managers. This article discusses the origins of control‐addict RNs and identifies some common characteristics. RNs and identifies some common characteristics. The author provides “A 12 ‐Step Program for Control Addicts.” When completed, the program provides a foundation for control addicts to become effective nurse managers.
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