Faculty of Health and Environmental Sciences, School of Health Care Practice, Auckland University of Technology, New Zealand.
J Nurs Manag. 2010 Oct;18(7):815-21. doi: 10.1111/j.1365-2834.2010.01134.x.
The present study demonstrates the practical relevance of the concepts of transformational leadership as a Director of Nursing working with structure (shared governance) and active processes, informed by action research, to achieve the incremental breakthroughs associated with culture change in nursing.
Responding to the context of a decade of health reforms in a New Zealand tertiary hospital, the leadership challenge, as a Director of Nursing, was to find ways of transforming the nursing workforce. How could nursing evolve from a relatively disempowered position within the organization (impact of the reforms) and reshape to achieve effectiveness within the new organizational culture?
Interwoven with transformational leadership are action processes progressively moving forward through cycles of reconnaissance, planning, implementation and evaluation. The principles of shared governance 'partnership', 'equity', 'accountability' and 'ownership' underpin and work synchronically with the active processes in advancing the effectiveness of nursing. It is leadership for and in action. This study is descriptive and exploratory overall, and more specifically it uses reflective practice and self-reporting as methods.
The outcomes of transformational leadership are evident in a confident, competent and committed nursing workforce which embraces continuous learning and expresses a professional respect for each other.
The practical inter-weaving of the concepts of transformational leadership, shared governance and action processes provide a framework for sustainable change processes both at a unit and organizational level.
It is the interplay between the three concepts that generates a process of creative innovation, questioning and challenging existing structures to try and reach a new level of excellence through the participation and valuing of nurses and nursing practice.
本研究展示了转型领导作为护理主任的概念的实际意义，该主任通过行动研究了解结构（共享治理）和积极的过程，以实现与护理文化变革相关的渐进突破。
在新西兰一家三级医院应对十年卫生改革的背景下，作为护理主任的领导挑战是找到方法来转变护理队伍。护理如何能够从组织中相对无权的地位（改革的影响）发展，并重塑以在新的组织文化中实现有效性？
转型领导与行动过程交织在一起，通过侦察、规划、实施和评估的循环逐步前进。共享治理的原则“伙伴关系”、“公平”、“问责制”和“所有权”是基础，并与推进护理有效性的积极过程同步运作。这是领导和行动。本研究总体上是描述性和探索性的，更具体地说，它使用反思性实践和自我报告作为方法。
转型领导的结果体现在一个自信、有能力和忠诚的护理人员队伍中，他们拥抱持续学习，并表达对彼此的专业尊重。
转型领导、共享治理和行动过程的实际交织为单位和组织层面的可持续变革过程提供了一个框架。
正是这三个概念的相互作用产生了一个创造性创新的过程，通过质疑和挑战现有结构，试图通过护士和护理实践的参与和重视达到新的卓越水平。
