Transformasjonsledelse og økte effektivitetskrav i sykepleien

What is it about?

The purpose of this article is to argue for transformational leadership as a relevant theoretical basis for leadership in nursing in meeting with demands of efficiency. Following the introduction of the New Public Management in the health care sector in Norway, efficiency demands in particular give organizational realities that do not coincide with traditional quality in nursing. It is therefore important to study nurses’ experiences in relation to leaders and increased demands on efficiency. Data from a Norwegian empirical study is re-analysed in relation to the main components of the transformational leadership model: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Empirical examples are presented within the frame of the main components of the transformational leadership model. More concretely, the examples show that the nursing leader is a person with great influence. It is of importance how the leader inspires and intellectually stimulates the nurses in their daily work and also takes individual care of them. Our conclusion is that nursing leaders who promote nurses’ capacity may, as an effect of that leadership, find that nurses are better able to meet demands on efficiency.

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