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Abstract

Nurse managers are pivotal to the success of today’s complex adaptive healthcare organizations. As front-line leaders, nurse managers advocate for patients and families in an exceptionally complex system, and play a primary role in ensuring staff engagement, patient safety, and quality care. Unfortunately, nurse managers are often not adequately prepared for this critical role, and rarely understand the practice of transformational leadership which has been shown as the most effective style for the environment in which they work. This Doctor of Nursing Practice project was undertaken to understand and describe the self-perceived frequency of transformational leadership behaviors and attributes in nurse managers who work in a complex adaptive system.

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