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Leadership: a nursing perspective

S Richardson, P Valentine, M Wood

The Canadian Journal of Nursing Research = Revue Canadienne De Recherche En Sciences Infirmieres

|January 1, 1994

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Female nurse administrators demonstrated collective, rotating leadership within a collaborative nursing education task force. This contrasts with traditional, individualistic leadership theories found in nursing management literature.

Area of Science:

Nursing Administration
Organizational Behavior
Qualitative Research Methods

Background:

The Task Force for Collaborative Nursing Education Models involved female nurse administrators in a 40-month collaboration.
Previous research often focused on individualistic leadership models, potentially overlooking collective dynamics in nursing leadership.

Purpose of the Study:

To examine the nature of leadership within a successful nursing education collaboration.
To explore the process of collaboration and leadership evolution over time.

Main Methods:

A retrospective qualitative case study approach was employed.
Data collection involved document analysis and 36 semi-structured interviews with 28 Task Force members.
Findings were validated through a final group interview with eight members.

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Main Results:

Leadership within the Task Force was a collective and rotating process, not confined to a single individual.
Leadership roles shifted based on the issue at hand and the expertise of available members.
The study identified distinct leadership patterns among female administrators.

Conclusions:

Women may lead differently than men, emphasizing collective and adaptive approaches.
Leadership in collaborative settings can be a shared, dynamic process, challenging traditional positivist theories.
Findings suggest a need to re-evaluate nursing leadership models to encompass collective and rotating dynamics.