Transformation: are nurse leaders in critical care ready?
OBJECTIVE
The aim was to determine whether nursing leaders met the criteria for transformational and/or transactional leadership.


BACKGROUND
Many changes have occurred in South Africa and are reflected in the health-care systems. As a result, it has become crucial to source leaders who are able to manage the change process effectively so as to ensure the success and survival of our health-care organizations.


METHODS
The 45-item multifactor leadership questionnaire (Rater) was completed by 41 respondents out of a population of 121. A proportional stratified simple random sampling technique was used to select the raters of seven leaders.


RESULTS
Most nursing leaders role-modelled the culture of the organisation but did not stimulate their followers intellectually and did not demonstrate innovative motivation or individual consideration. Consequently, their followers may exhibit a lack of commitment to collective goals, with detrimental effects on the health-care organisation as a whole. CONCLUSIONS AND IMPLICATIONS FOR NURSING MANAGERS: Nursing leaders should be trained to become transformational leaders so as to encourage their followers to become innovative and motivated to render high quality nursing care.
School of Nursing Registered Nurse, Faculty of Health Sciences Biostatistician, Department of Biostatistics, University of the Free State, Bloemfontein, South Africa. botmay@ufs.ac.za
Yvonne
Y
Botma
Hanlie
H
Botha
Mariette
M
Nel
D000328:Adult; D003422:Critical Care / Q000379:methods*; D005260:Female; D006801:Humans; D007857:Leadership; D016294:Models, Nursing; D009718:Nurse Administrators / Q000458:organization & administration*; D024802:Nurse's Role; D009745:Nursing, Supervisory; D015279:Organizational Culture; D013019:South Africa; D011795:Surveys and Questionnaires