Nursing Leadership: A Look at the Transactional Leader Term Paper by scribbler

Nursing Leadership: A Look at the Transactional Leader
A discussion on nursing leadership based on an interview with a nurse supervisor.
# 153126 | 1,677 words | 7 sources | APA | 2013 | US
Published on May 03, 2013 in Medical and Health (Nursing)

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The paper utilizes an interview with a nurse supervisor, Debbie Craven RN MSN, Director of Critical Care Services at Adventist La Grange Memorial Hospital in La Grange, Illinois, to discuss leadership in nursing today. The paper addresses leadership styles and evolving roles, challenges of the nurse leader in today's healthcare system, and effects of formal and informal power in a healthcare organization. The paper focuses on the transactional leader and shows how the nursing leader will not only be an excellent communicator, she will also encompass important leadership skills that match the needs of the healthcare environment.

Leadership Style - The Transactional Leader
Evolving Leadership - Change Policy
Challenges for the Nurse in Today's Healthcare System
Effects of Formal and Informal Power in Healthcare Organizations

From the Paper:

"Ms Craven is a self-described organizational development practitioner. Only secondary to her expertise in nursing, her career as a Director is built on a foundation of synergy formed through fostering strong channels of communication among healthcare staff in the clinical setting. Ms Craven fits the description of a leader rather than manager. It is said that motivating high-performers are increasingly important in contemporary organizations, and healthcare institutions are no exception. As a leader, Ms Craven is aware of the problems in her particular setting. Nurses are overworked, understaffed, and have increasingly difficult demands placed upon them due to technology, specialty care, and administrative policies. Additionally, the nurses in a setting must get along with each other for the department to run well.
"Ms. Craven was asked to identify the top three problems she found in her sphere of influence. She indicated that these were meeting the needs of patient care in urgent care situations, aligning the nurses to work as a team, and implementing change. As a transactional leader focused on organization and methodological problem-solving, Ms. Craven also indicated that she prefers to rely on change models to help guide the implementation of new procedures, and also conducts mandatory workshops for professional nurse development that all staff are required to attend. Through this, she feels that she is helping address any cultural competency issues in the nurse and patient relationship, cultural issues between and among nurses, has a one-on-one arena to personally hear any nurses concerns, and can get a better big-picture view of the issues that exist in her area, so that she may devise workable solutions."

Sample of Sources Used:

  • Boyle, D., & Kochindi, C. (2004). Enhancing Collaborative Communication of Nurse and Physician Leadership in Two Intensive Care Units. Journal of Nursing Administration, 60-70.
  • Casida, J., & Pinto-Zipp, G. (2008). Leadership-organizational culture relationship in nursing units of acute care hospitals. Nursing Economics, 7-15.
  • Huber, D. (2006). Leadership and nursing care management. Philadelphia: Elsevier.
  • Lehman, K. (2008). Change Management: Magic or Mayhem? Journal for Nurses in Staff Development, 176-184.
  • Marriner-Tomey, A. (2004). Guide to Nursing Management and Leadership. St. Louis, MO: Mosby.

Cite this Term Paper:

APA Format

Nursing Leadership: A Look at the Transactional Leader (2013, May 03) Retrieved July 05, 2020, from

MLA Format

"Nursing Leadership: A Look at the Transactional Leader" 03 May 2013. Web. 05 July. 2020. <>