JONA
Volume 41, Number 12, pp 501-502
Copyright B 2011 Wolters Kluwer Health | Lippincott Williams & Wilkins
THE JOURNAL OF NURSING ADMINISTRATION
MAGNETA PERSPECTIVES
Transformational Leadership
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Craig Luzinski, MSN, RN, NEA-BC, FACHE
This month, the director of the Magnet Recognition
ProgramA takes an in-depth look at the MagnetA
model component transformational leadership. The
author examines the expectations for Magnet or-
ganizations around this component. What are the
qualities that make a nursing leader truly transfor-
mational, and what is the best approach to success-
fully lead a healthcare organization through today’s
volatile healthcare environment?
As our nation experiences the broadest healthcare
overhaul since the inception of Medicare and Med-
icaid, organizations must be prepared to respond
nimbly and effectively to intense, unprecedented
change. Organizations with dynamic, transforma-
tional nurse leaders are well-positioned to meet this
challenge.
Transformational leadership is a key character-
istic of MagnetA organizations and 1 of the 5 compo-
nents of the new Magnet model from the American
Nurses Credentialing Center. But what, exactly,
makes a leader transformational? This month, we
Author Affiliation: Director,
Magnet Recognition ProgramA,
American Nurses Credentialing
Center, Silver Spring, Maryland.
The author declares no conflict
of interest.
Correspondence: Mr Luzinski,
American Nurses Credentialing
Center, 8515 Georgia Ave,
Suite 400, Silver Springs,
MD 20910 (craig.luzinski@
ana.org).
DOI: 10.1097/NNA.0b013e3182378a71
JONA  Vol. 41, No. 12  December 2011
Copyright @ 2011 Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited.
take a closer look at the qualities and approaches
involved, as well as the expectations for Magnet
organizations around this component.
Leadership literature and research have migrated
from an emphasis on the competence of leaders
to ‘‘manage change’’ to the ability to ‘‘transform’’
organizations. There is a difference. The ability to
successfully transform an organization requires a
different set of skills and attitudes. Transforma-
tional leadership is formally defined as ‘‘a leadership
process that is systematic, consisting of purposeful
and organized search for changes, systematic anal-
ysis, and the capacity to move resources from areas
of lesser to greater productivity to bring about a
strategic transformation.’’1(p34) In today’s volatile
healthcare environment, successful leaders must find
innovative ways to transform their organization’s
values, beliefs, and behaviors to meet the demands of
the future. It is relatively easy to lead people where they
want to go; the transformational leader must direct
people to where they need to be to achieve the vision.
The chief nursing officer (CNO) in a Magnet
organization must be a knowledgeable, transfor-
mational leader who develops a strong vision and
well-articulated philosophy, professional practice
model, and strategic and quality plans in leading
nursing services. The transformational CNO commu-
nicates expectations, develops leaders, and evolves the
organization to meet current and anticipated needs
and strategic priorities.2 There is a willingness to take
risks and acknowledge that change may create tur-
bulence and involve atypical approaches to solutions.
Transformational leaders in Magnet organiza-
tions enlighten the organization as to why change
is necessary and communicate each department’s part
in achieving that change. They must listen, challenge,
influence, and affirm as the organization makes its
501
way forward. Burns3(p20) describes transformational
leadership as ‘‘transcending leadership that is dynamic
leadership in the sense that leaders throw themselves
into a relationship with followers who feel elevated
by it and become more active themselves.’’ Success
happens not because followers dutifully agree to go
along but because leaders and followers learn from
each other, come to a common understanding, and
establish shared values. In a truly transformed or-
ganization, these values and beliefs live in the ge-
netic makeup of staff and drive behavior.4 As a result,
nurses throughout the organization perceive that their
voices are heard, their input is valued, and their prac-
tice is supported.
The forces of Magnetism at the heart of trans-
formational leadership are as follows:
 Quality of nursing leadership
Knowledgeable, strong, risk-taking nurse lead-
ers follow a well-articulated, strategic, and visionary
philosophy in the day-to-day operations of nursing
services. Nursing leaders, at all levels of the organi-
zation, convey a strong sense of advocacy and sup-
port for the staff and for the patient. The results of
quality leadership are evident in nursing practice at
the patient’s side.
 Management style
References
1. Bass BM. Bass and Stoggle Handbook on Leadership: Theory,
Research, and Managerial Applications: Third Edition. New
York, NY: The Free Press; 1990.
2. American Nurses Credentialing Center. Magnet Recognition
Program Application Manual. Silver Spring, MD: Author;
2008.
502
Copyright @ 2011 Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited.
Healthcare organization and nursing leaders cre-
ate an environment supporting participation. Feed-
back is encouraged, valued, and incorporated from
the staff at all levels of the organization. Nurses
serving in leadership positions are visible, accessi-
ble, and committed to communicating effectively
with staff.
The intent of this component of the Magnet
model, is no longer just to solve problems, fix bro-
ken systems, and empower staff but also to summon
the will and imagination to fundamentally trans-
form the organization for the future. Rather than
strive for stabilization, transformational leaders em-
brace a level of ‘‘controlled destabilization’’ that pro-
duces new ideas and innovation. Such an approach is
crucial for growth and success amid rapidly changing
healthcare settings and an evolving national healthcare
system.
Every day, in hospitals across the country and
around the world, Magnet CNOs demonstrate trans-
formational leadership that articulates the vision, in-
spires change, and directs the way to meaningful
improvements in the nursing practice environment
and patient care quality, safety, and outcomes.
Next time: An in-depth look at the Magnet model
component structural empowerment, with exemplars.
3. Burns JM. Leadership. New York, NY: Harper & Row
Publishers; 1978.
4. Wolf G, Zimmerman D, Drenkard K. Transformational
leadership. In: Magnet: The Next GenerationVNurses Mak-
ing the Difference. Silver Spring, MD: American Nurses Cre-
dentialing Center; 2011.
JONA  Vol. 41, No. 12  December 2011