A Model for Transformational Nurse Leadership and Intrapreneurism: The Nursing Leadership Cycle of Integrity
Olson, S. Margie
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The current healthcare environment in America is one of constant and accelerating change, challenge and unpredictability. Within this setting, the nurse leader needs to be highly informed and to excel, despite growing workloads and shrinking resources. Transformational nursing leadership has become imperative as a way of creating a work setting based upon aligned values and mutual goals. In addition, the nurse leader must motivate and direct staff toward implementing innovative ideas and in evaluating outcomes (Manion, 2001; Zwingman-Bagley, 1999). This kind of nurse leader supports intrapreneurism, which is transformation in action within organizations, and demonstrates and directs staff towards realizing value-added contributions within their work environments. This approach results in the overall expansion of tools for strategic adaptation which can only enhance the possibility of success in anticipating ongoing change (Roggenkamp & White, 1998). The purpose of this article is to introduce an expanded model of nursing leadership that bridges the concept of transformational leadership with the concept of intrapreneurism in an environment of limited resources. This model is called the Nurse Leadership Cycle of Integrity and can be used by nurse leaders and staff as a springboard for encouraging personal, professional and organizational growth.