Liderazgo

Transformational Leadership

Craig Luzinski, MSN, RN, NEA-BC, FACHE

This month, the director of the Magnet Recognition

ProgramA takes an in-depth look at the MagnetA

model component transformational leadership. The

author examines the expectations for Magnet organizations

around this component. What are the

qualities that make a nursing leader truly transformational,

and what is the best approach to successfully

lead a healthcare organization through today’s

volatile healthcare environment?

As our nation experiences the broadest healthcare

overhaul since the inception of Medicare and Medicaid,

organizations must be prepared to respond

nimbly and effectively to intense, unprecedented

change. Organizations with dynamic, transformational

nurse leaders are well-positioned tomeet this

challenge.

Transformational leadership is a key characteristic

of MagnetA organizations and 1 of the 5 components

of the new Magnet model from the American

Nurses Credentialing Center. But what, exactly,

makes a leader transformational? This month, we

take a closer look at the qualities and approaches

involved, as well as the expectations for Magnet

organizations around this component.

Leadership literature and research have migrated

from an emphasis on the competence of leaders

to ‘‘manage change’’ to the ability to ‘‘transform’’

organizations. There is a difference. The ability to

successfully transform an organization requires a

different set of skills and attitudes. Transformational

leadership is formally defined as ‘‘a leadership

process that is systematic, consisting of purposeful

and organized search for changes, systematic analysis,

and the capacity to move resources from areas

of lesser to greater productivity to bring about a

strategic transformation.’’1(p34) In today’s volatile

healthcare environment, successful leaders must find

innovative ways to transform their organization’s

values, beliefs, and behaviors to meet the demands of

the future. It is relatively easy to lead people where they

want to go; the transformational leader must direct

people to where they need to be to achieve the vision.

The chief nursing officer (CNO) in a Magnet

organization must be a knowledgeable, transformational

leader who develops a strong vision and

well-articulated philosophy, professional practice

model, and strategic and quality plans in leading

nursing services. The transformational CNO communicates

expectations, develops leaders, and evolves the

organization to meet current and anticipated

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