Charismatic Nursing Leadership

by providing strong communication and collaboration with fellow nurses in various critical issues. As a result, they can recognize and address gaps in both patients’ care as well as other systemic issues of concern. It also helps the nurse unit managers and nursing team leaders in identifying issues such as nurses shortage and works to provide necessary solutions in collaboration with relevant management teams (Tornabeni & Miller 2008).
Transformational leadership offers to redefine nurses’ mission and vision, restore the commitment as well as restructure existing systems. It also seeks to speed up goal accomplishment through mutual stimulation and elevation that converts nurses to leaders. To achieve the transformative approach, managers and
Charismatic nursing team leader builds a team that focuses strongly on making the nursing teams’ goals and objectives very clear and distinct, separating it from others. The team builds its image to perfection and as being exceptionally superior to all others. In their role to resolving shortfalls within their team, they employ same tactics that ensure nurses are firmly attached their team and they can as well feel valued. Ideal influence nursing leadership, result in mutual respect, admiration by juniors and trustworthy. When nurses identify themselves with an ideal team and describe themselves in terms that involve uniqueness in their capabilities, persistence and their determination. The leaders can sustain a motivated team of nurses. Leaders with those characteristics are competitive to addressing the shortfall and turnover
Individual wishes and needs are listened to and respected. The differences as well are identified, and two-way communication is initialized to address the issues. The leaders who possess individualized consideration characteristics are considered to be good listeners and possess personalized interaction. They are also considered the most appropriate in handling turnover amongst nursing staff. Nurses working under these leaders move continually towards developing higher levels of potential and report fewer cases of turnover than those under an inspirational or idealized influence