TRANSFORMATIONAL NURSING LEADERSHIP: A VISION FOR THE FUTURE.
Contributors: Columbia University. Teachers College.
Published: 1989
Number of pages: 284
Subjects: Health Sciences, Nursing.
Description: This dissertation project was the preparation of a book manuscript on leadership in nursing. The theoretical framework for leadership was derived from the work of James MacGregor Burns (1978). His theory of transformational leadership is described and applied to nursing after a presentation of leadership theory development. The book takes a futuristic approach, relating transformations of society and health care to nursing.

A major theme of the book is change which is viewed from the perspective of the slow transformation of nursing organizations. The principal components of the change process discussed are: raising dissatisfaction, providing vision, and building a social architecture. Change is viewed as an elusive process, subject to distortions. By acknowledging the ambiguity of change, the reader begins to better understand the change process. Vision is viewed as a key ingredient to organizational success. A definition of vision, a list of its components, and examples provide a practical approach for vision development. Social architecture, the last element of change, consists of social networks, norms, and organizational structure. The role of the leader as the social architect is explored. This includes assessing, building, maintaining, and revising organizational designs.

Trust is considered the foundation upon which organizational relationships thrive. The importance of trust to organizational functioning, the devastation of distrust, and practical ways to build and enhance organizational trust are reviewed.

The book concludes with a discussion of how leaders use themselves for organizational success. The most important leadership trait is positive self esteem which creates an environment for creativity, enhances the performance of the leader, and results in the leader's positive regard for other people. Methods to increase one's own esteem and the self esteem of others are explored. Good decision making, which is a result of the way the leader thinks and leads to action, is the hallmark of successful leadership. The traditional decision making model is reviewed in detail with attention to its pitfalls. The author makes a case for intuitive decision making blended with a rational process. In the final chapter, the need for clarity of mind through time management techniques is reviewed.
Notes: Source: Dissertation Abstracts International, Volume: 50-08, Section: B, page: 3394.

Thesis (ED.D.)--COLUMBIA UNIVERSITY TEACHERS COLLEGE, 1989.

School code: 0055.