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A nursing theory for nursing leadership
Author(s) -
Laurent C. L.
Publication year - 2000
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1046/j.1365-2834.2000.00161.x
Subject(s) - transactional leadership , nursing management , nursing theory , nursing , foundation (evidence) , situational leadership theory , leadership studies , psychology , transformational leadership , nurse administrator , shared leadership , leadership style , medicine , medline , political science , social psychology , law
For many years nursing practice has found its foundations in nursing theory. A review of theorists such as D. E. Orem, C. Roy, B. Neumen, V. Henderson, M. E. Rogers and others reveals a focus on the management of patient care, not leadership. This has provided most nurses with a solid foundation in ‘management’, but little in terms of ‘leadership.’ In more recent years, theories such as the Deming Management Method, Managers as Developer Model, Shared Governance and Transactional Leadership have been introduced, none of which are nursing theories.