King’s Fund ignites the leading lights

Transformational leadership: a cascading chain reaction

“…Perhaps this was a consequence of the structural and organizational elements which controlled nursing practice, or the non‐profit ethos associated with health care. Nevertheless, the organizational culture undoubtedly influenced the level of nursing management autonomy and vision tolerated by more senior levels, and consequently the hierarchical system of management controlled the levels of power, responsibility and authority delegated to nurse managers (Malby 1996, Kuokkanen & Leino‐Kilpi 2001). But McDaniel (1997) contends that in the current era of rapid and complex change, the traditional management paradigms are no longer appropriate and traditional management theories are somewhat superfluous.…”

“…But McDaniel (1997) contends that in the current era of rapid and complex change, the traditional management paradigms are no longer appropriate and traditional management theories are somewhat superfluous. Hence to achieve ubiquitous effective nursing leadership, nurse managers must renounce deeply rooted traditions and the oppressive leadership models to effectively merge contemporary leadership styles with their managerial functions (Malby 1996).…”

“…Although it is incumbent on nurse management interviewees to fulfil management competency criteria that incorporate leadership qualities, Sofarelli and Brown (1998) contend that to manage expanding health care demands, organizations should also evaluate interviewees’ leadership competencies. In addition, Malby (1996) indicates that developing and fostering leadership competencies could direct nurse managers to think beyond tradition and to coordinate multidisciplinary dialogue which articulates the needs of the system and the patients whilst empowering employees. Furthermore, this practise is adhering to professional stipulations and expectations.…”

A comparative study of transformational leadership in nursing development units and conventional clinical settings

“…The call for strong nursing leadership has been a consistent feature of opinion articles and conference presentations over the years, yet its contemporary relevance has never been greater. Traditionally over‐managed and under‐led, nurses now face unprecedented challenges and opportunities (Malby 1997). They must trade in stability and tradition for innovation and evidence of effectiveness.…”

“…Leadership is an interpersonal relationship of influence, the product of personal characteristics rather than mere occupation of managerial positions. It is these personal characteristics which attract, enthuse and motivate followers towards organizational goals, the main aim of nurse leaders is then to ‘maintain and improve patient care via a cohesive workforce’ (Malby 1997, p. 15).…”