+Model

COLEGN-285; No. of Pages 6 ARTICLE IN PRESS

Collegian (2014) xxx, xxx—xxx

Available online at www.sciencedirect.com

ScienceDirect

journal homepage: www.elsevier.com/locate/coll

Leadership in nursing: The importance of

recognising inherent values and attributes
to secure a positive future for the
profession
Natashia Josephine Scully, BA, BN, PGDipNSc, MPH, RN, MACN ∗

School of Health, University of New England, Australia

Received 13 December 2013; received in revised form 9 September 2014; accepted 10 September 2014

KEYWORDS Summary Nursing is a dynamic and challenging profession requiring engaging and inspiring
role models and leaders. In today’s ever changing and demanding healthcare environment, iden-
Leadership;
tifying and developing nurse leaders is one of the greatest challenges faced by the nursing pro-
Management;
fession. The concept of leadership is a complex and multi-dimensional phenomenon; research
Nursing;
conducted for over a century concludes that although it is one of the most-observed concepts,
Future
no universally accepted definition or theory of leadership actually exists. There is increasing
clarity surrounding what true nursing leadership is, and how it differs from management.
This discussion will outline the nature of nursing leadership and importance of nurse leaders
in advancing the profession; clarify definitions and differentiate between nurse managers and
nurse leaders; describe the evolution of nurse leadership by identify theories and styles of
leadership relevant to nursing practice; and highlight the importance of identifying leaders in
the nursing profession. The paper also serves as a caution to recognise, avoid and discourage
‘‘negative’’ leaders in the pursuit of a bright future for the nursing profession.
With appropriate identification, support and development of future nurse leaders, an
acknowledgement of the shifting paradigm of leadership theory and the context in which future
nurse leaders are destined to grow, the ultimate goal of the nursing profession — excellent in
person-centred care — can be achieved. It is essential to the future success of the nursing pro-
fession that informal, negative ‘‘leaders’’ be discouraged and positive leaders, possessing the
evidence-based qualities of leadership be identified and nurtured to lead the profession.
© 2014 Australian College of Nursing Ltd. Published by Elsevier Ltd.

∗ Correspondence to: Room 217, Patricia O’Shane Building, Armidale 2351, Australia. Tel.: +61 0413 789 556; fax: +61 6773 3666.
E-mail addresses: nscully2@une.edu.au, natashiascully@rocketmail.com

http://dx.doi.org/10.1016/j.colegn.2014.09.004
1322-7696/© 2014 Australian College of Nursing Ltd. Published by Elsevier Ltd.

Please cite this article in press as: Scully, N.J. Leadership in nursing: The importance of recogni-
sing inherent values and attributes to secure a positive future for the profession. Collegian (2014),
http://dx.doi.org/10.1016/j.colegn.2014.09.004
+Model
COLEGN-285; No. of Pages 6 ARTICLE IN PRESS
2 N.J. Scully

1. Introduction in facilitating and enabling the development of nursing

knowledge (Antrobus & Kitson, 1999). Indeed leadership
Nursing is a dynamic and challenging profession requiring (as well as autonomy, expertise and research) is seen as
engaging and inspiring role models and leaders. In today’s an essential component for the continuous development
ever changing and demanding healthcare environment, of advanced practice roles and the nursing profession
identifying and developing nurse leaders is one of the great- (Callaghan, 2007). Advanced practice nurses in all fields
est challenges faced by the nursing profession. The concept — including clinical, academic, executive and political —
of leadership is a complex and multi-dimensional phe- provide a vision for the next generation of nurses, leading
nomenon; research conducted for over a century concludes them to achieve extraordinary things through inspiration
that although it is one of the most-observed concepts, no and motivation towards a common goal (Callaghan, 2007).
universally accepted definition or theory of leadership actu-
ally exists (Atsalos & Greenwood, 2001; Grossman & Valiga,
2012; Mannix, Wilkes, & Daly, 2013). There are almost as
3. Dissociating leadership and management
many definitions and theories of leadership as there are
Highlighted by many researchers is the problematic nature
authors who have written on the topic, however there is
of the definition of leadership. Analysis of the literature
increasing clarity surrounding what true nursing leadership
reveals several definitions, with a better understanding
is, and how it differs from the related — not synonymous —
achieved from looking at the very foundations of the con-
role: management (Grossman & Valiga, 2012).
cept (Antrobus & Kitson, 1999; Atsalos & Greenwood, 2001;
This discussion will outline the nature of nursing lead-
Alleyne & Jumaa, 2007; Callaghan, 2007; Caplin-Davies,
ership and importance of nurse leaders in advancing the
2003; Grossman & Valiga, 2012; Nielsen, Yarker, Brenner,
profession; clarify definitions and differentiate between
Randall, & Borg, 2008). First appearing in the English lan-
nurse managers and nurse leaders; describe the evolution
guage in c. 1800, the word ‘‘leadership’’ denotes the
of nurse leadership by identifying theories and styles of
pioneering of unexplored territory and showing others the
leadership relevant to nursing practice; and highlight the
path they need to take (Callaghan, 2007; Rigoloski, 2013).
importance of identifying leaders in the nursing profession.
Conversely, the term ‘‘management’’ denotes the han-
In exploring these issues, the ability to identify emerging
dling of situations by controlling and maintaining the status
leaders and encouraging their development becomes
quo; this involves exercising formal authority over work-
increasingly possible, ultimately resulting in excellent
ing practices (Atsalos & Greenwood, 2001; Callaghan, 2007;
person-centred care. This paper identifies and highlights
Grossman & Valiga, 2012; Rigoloski, 2013). Particularly in
the vital need to correctly identify future leaders to posi-
nursing circles, management is often given more attention
tively nurture the profession, indeed it serves as a caution
and focus than leadership (Atsalos & Greenwood, 2001).
to recognise, avoid and discourage ‘‘negative’’ leaders in
Indeed, as Grossman and Valiga (2012) identify, many nurses
the pursuit of a bright future for the nursing profession.
and nurse theorists alike use the terms management and
leadership interchangeably, implying that the only person
2. The nature of nurse leadership who can provide leadership to a group is one already in
a management position. This is erroneous, as can be seen
Inherent in the nursing profession — and particularly in the clearly in Table 1, which provides an outline of some key
current climate — is the concept of chaos; an environment differences, in several domains, between leadership and
of constant and unprecedented change, through which nurse management.
leaders are required to guide the profession in order to con- Dissociating leadership from management is an impor-
tinue its advancement (Grossman & Valiga, 2012). As noted tant factor in this discussion, but the aim is not to create a
above, while much commented-upon, the precise impor- negative view of management (as is the tendency in much
tance of nursing leadership has rarely been enunciated in workplace and industrial relations discourse), rather to dis-
clear terms. Quite simply, nurse leaders are essential to the tinguish the nature of each essential role in the workplace.
profession for maintenance of adaptability and to remain Managers can be leaders, but leaders also need relative free-
competitive in today’s dynamic environment; considering dom from the constraints of management to perform their
the various economic, technological and academic chal- duties. This is not to claim total independence for leaders,
lenges facing nurses (Mannix et al., 2013). Nurse leaders as indeed, leaders themselves often need management — in
are necessary to establish direction, align people, motivate the form of the managing of their schedules and appoint-
and inspire colleagues towards a common goal (Antrobus & ments for example — to enable them to carry out their work
Kitson, 1999; Callaghan, 2007). more efficiently and effectively.
Until the late 1990s, most nurse leadership research Leadership includes supporting clinical colleagues and
focused on the development of nursing practice; subse- purposefully enlisting willing and enthusiastic colleagues;
quent scholarly focus views nursing leadership as a vehicle inspiring followers to transform themselves and their sit-
through which both health policy and nursing practice uations through development of talents and formation of
can be influenced, with the aim of improving patient reciprocal relationships; and subsuming the management
outcomes and further advancing the profession (Antrobus role (Caplin-Davies, 2003). One of the most important points
& Kitson, 1999; Callaghan, 2007). Nurse leaders possess to note is that — contrary to the general usage of terms
knowledge of broader contemporary issues in nursing and ‘leadership’ and ‘management’ mentioned above — lead-
an understanding of factors which may promote or inhibit ership is not necessarily tied to a position of authority
the future of nursing as a whole, and play a key role (Grossman & Valiga, 2012; Rigoloski, 2013).

Please cite this article in press as: Scully, N.J. Leadership in nursing: The importance of recogni-
sing inherent values and attributes to secure a positive future for the profession. Collegian (2014),
http://dx.doi.org/10.1016/j.colegn.2014.09.004
+Model
COLEGN-285; No. of Pages 6 ARTICLE IN PRESS
Leadership in nursing: the importance of recognising inherent values 3

Table 1 Showing leadership and management characteristics.

Leadership Management

Position Selected or allowed by a group of Appointed by someone higher in the

followers organisational hierarchy
Power base From knowledge, credibility and Arising from the position of authority
ability to motivate followers
Goals/vision Arise from personal interests and Prescribed by the organisation
passion, may not be synonymous with
organisational goals
Innovative ideas Developed, tested and encouraged Allowed provided their do not
among all group members interfere with task accomplishment,
not encouraged though
Risk level High risk, creativity and innovation Low risk, balance and maintaining
are involved status quo are involved
Degree of order Relative disorder seems to be created Rational and controlled
Nature of activities Related to vision and judgement Related to efficiency and cost
effectiveness
Focus People Systems and structure
Perspective Long range with an eye on the horizon Short range with an eye on the
bottom line
Degree of Freedom Freestanding, not limited to Tied to designated position within
organisational position of authority the organisation
Actions ‘‘Does the right thing’’ (Bennis & ‘‘Does things right’’ (Bennis & Nanus,
Nanus, 2003) 2003)
Source: Bennis and Nanus (2003) and Grossman and Valiga (2012).

4. The evolution of leadership theory was concerned with the nature and purpose of leadership,
leadership styles, leadership characteristics and the devel-
As there are several definitions of leadership, so there are opment needs of those aspiring to leadership (Antrobus &
several theories of leadership, each having evolved over Kitson, 1999). There had notably been little consideration
time, and more are emerging with further research. The of external influences, such as socio-political factors and
‘‘great man’’ theory of leadership — among the earliest, health policy which have both affected and been influ-
and now largely outmoded — asserts that a leader is born enced by the development of nursing leadership, and in
to lead, sometimes specifically into the ‘‘right’’ family, the emerging neoliberal environment of the 1990s (where
thus inheriting unique characteristics (Grossman & Valiga, the old certainties of protected universal health-care
2012). Though originating in much earlier times, the mid- systems could no longer be taken for granted) a recogni-
19th century was a key formative moment for ideas of tion of this gave rise to the concept of the renaissance
‘‘great man’’ leadership — more generally via the thought leadership style (Antrobus & Kitson, 1999; Cook, 1999).
of Carlyle (1841) (Cook, 1913; Strachey, 1918). The more Renaissance leaders have knowledge of contemporary issues
nuanced extensions of this theory, personal trait theories, in nursing and an understanding of factors which may pro-
attempt to identify universal characteristics of leadership mote or inhibit the future of nursing (Antrobus & Kitson,
(Grossman & Valiga, 2012). Situational theories, in compari- 1999).
son to personal trait theories, acknowledge the significance Political ideology and policy govern the external agenda
of a particular situation on the effectiveness of a leader which nurse leaders are trying to influence, thus these fac-
(Grossman & Valiga, 2012). tors are driving forces behind professional, and therefore
More recent theories of leadership — combining aspects leadership, agendas (Antrobus & Kitson, 1999). Arguably,
of both personal trait and situational theories — recog- because they inhabit workplaces and contexts still imbued
nise that effective leadership depends on the personality with pre-1990 concepts of ‘workers’ and ‘employers’ (and
of the leader, the situation at hand and the qualities of the which have had neoliberal conceptions of management,
followers (Grossman & Valiga, 2012). Leadership is not a hap- ‘stakeholders’, ‘consumers’, and the language and ideology
hazard occurrence, rather involves vision, communicating of economic rationalism imposed upon them from outside),
that vision to others, planning to make it a reality and serv- the ideology and language used by nurses differs from that
ing as a symbol and source of energy for the team (Grossman used in policy and by policy-makers. This therefore creates
& Valiga, 2012). It is therefore an extension of the notion of a policy-practice divide in which nurse leaders are required,
‘bringing order to chaos’, noted above as being intrinsic to to provide an essential interpretation role to enable nursing
nursing leadership. to be understood and considered a priority, and to com-
Until the 1990s, much of the research done on nurs- municate external, ideological and policy concerns to their
ing leadership had been internally focused; meaning it colleagues (Antrobus & Kitson, 1999).

Please cite this article in press as: Scully, N.J. Leadership in nursing: The importance of recogni-
sing inherent values and attributes to secure a positive future for the profession. Collegian (2014),
http://dx.doi.org/10.1016/j.colegn.2014.09.004
+Model
COLEGN-285; No. of Pages 6 ARTICLE IN PRESS
4 N.J. Scully

As early as 1978, Burns described two types of leader- education and practice — this form of leadership is emerg-
ship: transformational and transactional, echoed in later ing as of fundamental importance, given it involves a process
research (Atsalos & Greenwood, 2001; Avolio & Bass, 1988; to influence individuals to work towards not only their own
Bass & Avolio, 1994; Burns, 1978; Callaghan, 2007; Cleary, goals, but those of the group or community in which they
Freeman, & Sharrock, 2005; Corrigan, Steiner, McCracken, are involved (Sahoo & Das, 2012). In the current climate
Blaser, & Barr, 2001; Hutchinson & Jackson, 2013; Kleinman, of inter-professional education and practice, this growing
2004; Nielsen et al., 2008; O’Neil, Morjikian, Cherner, connective leadership theory has some merit in extending
Hirschkorn, & West, 2008; Pillai & Williams, 2004). The the way in which nurses can act as leaders moving into the
transformational leadership model involves leaders motivat- future.
ing followers to perform beyond expectations by creating a In their critical discussion of the predominant the-
sense of ownership in reaching a shared vision; followers ory of leadership in nursing, transformational leadership,
of this form of leadership were motivated to meet higher Hutchinson and Jackson (2013) suggest the time has come
order needs (a transformation) (Burns, 1978; Grossman & for a more comprehensive and contemporary interpreta-
Valiga, 2012; Hutchinson & Jackson, 2013). Once motivation tion of nursing leadership — one taking into account the
is achieved, the transformational leader no longer sets goals modern complexities and environment in which nurses func-
which others are expected to attain, rather she/he is seen tion. Given the emergence of inter-professional education
as an agent who inspires change and mediates in an environ- and practice, this theory of connective, or shared, lead-
ment of empowerment (Callaghan, 2007). Transformational ership appears a relevant one to consider — it is dynamic
leadership inspires followers to work beyond the basic level and collaborative, reflecting the modern practice world
of competence, shaping, altering and elevating their poten- of nurses today. The move towards connective leadership
tial, to achieve excellence in patient care for its own sake requires confidence, collaborative networks and mecha-
(Callaghan, 2007; Nielsen et al., 2008). nisms to ensure views are respected by stakeholders (other
Transformational leadership is popularly identified as health care workers as well as the general community).
central to nursing practice as leaders are challenged to
master situations in an ever changing environment, indeed
many nurse leadership researchers advocate this approach
(Arnold, Turner, Barling, Kelloway & McKee, 2007; Atsalos 5. Identifying future nurse leaders:
& Greenwood, 2001; Callaghan, 2007; Furlong & Smith, recommendations and warnings
2005; Grossman & Valiga, 2012; Hutchinson & Jackson, 2013;
Nielsen et al., 2008; Pillai & Williams, 2004; Rigoloski, 2013). There are a number of scholarly articles identifying char-
Whilst acknowledging the vast amount of evidence suggest- acteristics of good, established nurse leaders, but little
ing the benefits of transformational leadership, Hutchinson on the means by which such individuals may be identified
and Jackson (2013), assert that with the dominance of the early and how to cultivate them, thus helping them grow
transformational theory of leadership in nursing scholarship, as leaders and establishing effective succession-planning
the interpretation of nursing leadership has become limited. (Conners, Dunn, Devine, & Osterman, 2007). As (Grossman &
In contrast, transactional leadership involves both the Valiga, 2012) asserts, leaders are not born (as old-fashioned
leader and the follower receiving something for their ‘great man’ theory would have it), rather they emerge and
efforts; asserting that the leader gets the job done and continuously evolve based on a range of experiences and
the follower gets money, promotion or other benefits from interactions with a variety of people. Conners et al. (2007)
partaking. Followers of this form of leadership are moti- identify that nursing has been slow to develop strategies
vated by reward for compliance (a transaction) (Burns, 1978; to recognise future nurse leaders and that with the current
Grossman & Valiga, 2012; Hutchinson & Jackson, 2013). nursing shortage, this is more important than ever.
Where transactional leadership is task-oriented and reward- There are now several postgraduate courses available
motivated, transformational leadership possesses a higher across Australia to Registered Nurses for the development
level of morality and inspires teamwork and embracing of leadership skills. Notably, at the highest levels of pol-
change (Cleary et al., 2005; Corrigan et al., 2001; Kleinman, icy and governance of the profession, the Australian College
2004; Nielsen et al., 2008). The success of transactional of Nursing recently introduced the ‘‘Emerging Nurse Lead-
leadership ultimately depends on the development of a ers’’ strategy to recognise and develop future generations of
leadership culture which allows a proactive, supportive and leaders in nursing from an undergraduate level (ACN, 2013).
enabling environment to be created (Callaghan, 2007). At the level of the individual workplace, however, there is
Taking some characteristics from the theories of transfor- still a need for effective strategies for growing the next
mational and renaissance leadership and moving away from generation of leaders ‘in-house’. Effective mentoring pro-
the transactional theory, connective leadership (or shared grammes and the development of cultures of excellence are
leadership) is a form of leadership perceived as an activity areas where managers can play a decisive role, and effect
that can be shared or distributed among members of a team something close to the ideal link between leadership and
depending on the needs of the situation (Sahoo & Das, 2012). management. This has the potential to ensure a further less-
Connective leaders can perceive common ground and pos- ening of the impact of chaos across the full variety of nursing
sibilities where some more traditional leaders see division workplaces, and continues the advancement of the profes-
and difference (Sahoo & Das, 2012). Connective leadership sion in terms of practice and status (Dignam et al., 2012).
represents a paradigm shift in the philosophy of leader- Effective mentoring and formal education programmes for
ship, and as we move into a more interdependent setting — nurse leader development prove a continued challenge to
with the advent of interdisciplinary and inter-professional the profession (Dignam et al., 2012).

Please cite this article in press as: Scully, N.J. Leadership in nursing: The importance of recogni-
sing inherent values and attributes to secure a positive future for the profession. Collegian (2014),
http://dx.doi.org/10.1016/j.colegn.2014.09.004
+Model
COLEGN-285; No. of Pages 6 ARTICLE IN PRESS
Leadership in nursing: the importance of recognising inherent values 5

Conners et al. (2007) recognise that leaders have drive, leadership theory and the context in which future nurse
energy and vision, self-discipline and flexibility, with the leaders are destined to grow, the ultimate goal of the nurs-
ability to assemble a team and motivate others. These ing profession — excellence in person-centred care — can
authors assert that if the best performers are not identi- be achieved. Along with the ability to identify and nurture
fied as leaders, others fail to learn from them and quality of nurses to leadership, so it is essential to avoid fostering
care can be found lacking (Conners et al., 2007). As out- those who either do not possess the adequate qualities
lined above, identification of leadership qualities can be or display the loud and negative traits which have been
a somewhat complex and often subjective process and is shown to be detrimental to the nursing team and work-
something often lumped-in with allocation of management place. It is essential to the future success of the nursing
roles in many workplaces. profession that informal, ‘‘negative leaders’’ be discour-
Avoiding the fostering of people who are not well suited aged and positive leaders, possessing the evidence-based
to leadership is just as important as identifying and nurturing qualities of leadership be identified and nurtured to lead the
those with more apt qualities. Key research from (Conners profession.
et al., 2007) finds that often it is the louder and more
negative staff member who is given more influence than References
the quiet, positive leader. These pseudo-leaders demon-
strate few of the traits found in positive leaders and
Alleyne, J., & Jumaa, M. (2007). Building the capacity for
instead have a negative influence on the team as they are evidence-based clinical nursing leadership. Journal of Nursing
disorganised and inconsistent, with little follow through; Management, 15(2), 230—243.
yet they tend to be more vocal and may thus assemble their Antrobus, S., & Kitson, A. (1999). Nursing leadership — Influenc-
own group of followers (Conners et al., 2007). These people ing and shaping health policy and nursing practice. Journal of
are often mistaken for leaders because they influence Advanced Nursing, 29(3), 746—753.
and shape the actions of others; if this is left unmanaged Arnold, K., Turner, N., Barling, J., Kelloway, E., & McKee, M. (2007).
in an environment lacking strong positive forces, these Transformational leadership and psychological wellbeing: The
negative leaders can affect the cohesiveness of the team medicating role of meaningful work. Journal of Occupational
(Conners et al., 2007; Nielsen et al., 2008). Critically, Health Psychology, 12(2), 193—203.
Atsalos, C., & Greenwood, J. (2001). The lived experience of clin-
as (Conners et al., 2007, p. 27) notes: ‘‘An organisation
ical development unit (nursing) leadership in Western Sydney,
that fails to develop its quiet leaders is apt to be left Australia. Journal of Advanced Nursing, 34(3), 408—416.
with negative informal leaders who, while vocal, produce Australian College of Nursing (ACN). (2013). Emerging Nurse
little’’ and ‘‘[w]ithout an environment that fosters internal Leader Program. Canberra: Australian College of Nursing.
growth, the best talent may be virtually unnoticed or go www.emergingnurseleader.com.au
elsewhere’’. With the ever-growing background knowledge Avolio, B., & Bass, B. (1988). Transformational leadership, charisma
on positive leadership figures in nursing, it is important to and beyond. In J. Hunt (Ed.), Emerging leadership vistas (pp.
also be aware of this ‘‘negative leader’’ phenomenon, and 29—49). Lanham: Lexington Books.
to counter its potential influence. Bass, B., & Avolio, B. (1994). Improving organizational effectiveness
through transformational leadership. London: Sage.
Bennis, W., & Nanus, B. (2003). Leaders: Strategies for taking
charge (2nd ed.). New York, United States of America: Harper &
6. Conclusions
Row.
Burns, J. (1978). Leadership. New York, United States of America:
This paper has discussed the importance of leadership in Harper & Row.
nursing and clarified the various definitions in the literature, Callaghan, L. (2007). Advanced nursing practice: An idea whose time
especially the concepts of leadership and management. The has come. Journal of Clinical Nursing, 17(2), 205—213.
discussion has identified the various theories and models of Caplin-Davies, P. (2003). Management and leadership — A dual role
leadership and has examined the major leadership styles evi- in nursing education. Nurse Education Today, 23(1), 3—10.
dent in the literature and identified the attributes and skills Carlyle, T. (1841). On heroes, hero-worship, and the heroic in his-
tory. London: James Fraser.
effective, positive nurse leaders should possess to enable
Cleary, M., Freeman, A., & Sharrock, L. (2005). The development,
the nursing profession to flourish. With the aim of creat-
implementation and evaluation of a clinical leadership program
ing a safe, effective and encouraging working environment, for mental health nurses. Issues in Mental Health Nursing, 26(8),
acknowledgement has been made as to the importance 827—842.
of recognising positive leaders and avoiding negative col- Conners, S., Dunn, R., Devine, K., & Osterman, C. (2007). Strategies
leagues who assume leadership responsibilities. Identifying for cultivating nursing leadership. Nurse Leader, 5(5), 26—32.
and developing nursing leaders is invaluable given the mod- Cook, E. (1913). . The life of Florence nightingale (2 Vols.) London:
ern dynamic environment the nursing profession is entwined Macmillan and Company.
in. Through transformational and connective leadership, the Cook, M. (1999). Improving care requires leadership in nursing.
leader motivates and inspires change and mediates towards Nurse Education Today, 19(4), 306—312.
Corrigan, P., Steiner, L., McCracken, S., Blaser, B., & Barr, M. (2001).
a shared vision in an environment of empowerment.
Strategies for disseminating evidence based practices to staff
Clinical nurse leaders are crucial to the success of patient
who treat people with serious mental illness. Psychiatric Ser-
care initiatives: good leaders help produce good care, and vices, 52(12), 1598—1606.
poor leaders produce poor care; likewise for academic, Dignam, D., Duffield, C., Stasa, H., Gray, J., Jackson, D., & Daly,
political and executive fields of nursing. With appropriate J. (2012). Management and leadership in nursing: An Australian
identification, support and development of future nurse education perspective. Journal of Nursing Management, 20(1),
leaders, an acknowledgement of the shifting paradigm of 65—71.

Please cite this article in press as: Scully, N.J. Leadership in nursing: The importance of recogni-
sing inherent values and attributes to secure a positive future for the profession. Collegian (2014),
http://dx.doi.org/10.1016/j.colegn.2014.09.004
+Model
COLEGN-285; No. of Pages 6 ARTICLE IN PRESS
6 N.J. Scully

Furlong, E., & Smith, R. (2005). Advance nursing practice: Policy, well-being of employees working with older people. Journal of
education and role development. Journal of Clinical Nursing, Advanced Nursing, 63(5), 465—475.
14(9), 1059—1066. O’Neil, E., Morjikian, R., Cherner, D., Hirschkorn, C., & West, T.
Grossman, S., & Valiga, T. (2012). The new leadership challenge — (2008). Developing nursing leaders — An overview of trends and
Creating the future of nursing (4th ed.). Philadelphia, United programs. Journal of Nursing Administration, 38(4), 178—183.
States of America: FA Davis Company. Pillai, R., & Williams, E. (2004). Transformational leadership, self
Hutchinson, M., & Jackson, D. (2013). Transformational leader- efficacy, group cohesiveness, commitment and performance.
ship in nursing: Towards a more critical interpretation. Nursing Journal of Organisational Change Management, 17(1), 144—159.
Inquiry, 20(1), 11—22. Rigoloski, E. (2013). Management and leadership in nursing and
Kleinman, C. (2004). Leadership and retention research needed. health care: An experiential approach. New York: Springer Pub-
Journal of Nursing Administration, 34(3), 111—113. lishing Co.
Mannix, J., Wilkes, L., & Daly, J. (2013). Attributes of clinical Sahoo, C., & Dase, S. (2012). Women entrepreneurship and connec-
leadership in contemporary nursing: An integrative review. Con- tive leadership: Achieving success. European Journal of Business
temporary Nurse, 45(1), 10—21. Management, 4(3), 115—122.
Nielsen, K., Yarker, J., Brenner, S., Randall, R., & Borg, V. (2008). Strachey, L. (1918). Eminent Victorians. London: Chatto &
The importance of transformational leadership style for the Windus.

Please cite this article in press as: Scully, N.J. Leadership in nursing: The importance of recogni-
sing inherent values and attributes to secure a positive future for the profession. Collegian (2014),
http://dx.doi.org/10.1016/j.colegn.2014.09.004