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Our discussion will revolve around two forms of leadership patterns - mainly the
transactional and the transformational styles of leadership. The differences
between transactional and transformational leadership styles were first given by
Weber (1947, in Turner, 1998) who suggested that transactional leadership is
based on control on the basis of knowledge and hierarchical power and
transactional leaders aim to negotiate and bargain to achieve higher efficiency. In
case of transformational leadership, the leader is a charismatic personality who
seeks to change or transform ordinary people with his qualities and seeks to
change ways of thinking by using novel ideas within the organisation.
Hendel et al(2005)examined the relationship between leadership styles and the
choice of strategy in conflict management among nurse managers. The study
identified conflict mode choices of head nurses in general hospitals as nurses
deal with conflicts on a daily basis and have to implement effective choice of
conflict management mode to deal with the complicated situations. The authors
point out that the choice of conflict management mode is largely associated with
managerial effectiveness of the nurses. It is largely understood that the ability to
manage conflict situations creatively to result in constructive and effective
outcomes is a standard requirement in nursing practice.

The most common conflict management strategy was an emphasis on

compromise and more than half of the nurses studied admitted to using only one
mode of conflict management. Transformational leadership was found to be more
popular and widely used than transactional style of leadership and the style of
leadership also affected the conflict strategy selected. In case of mental health
and psychiatric patients, conflict management and management of violent
behaviours in patients are the major challenges. Thus the study mainly argued
that conflict handling mode in head nurses is largely associated with the style of
leadership and the overall conflict management approach that was based on
compromise.
The role of personality in transactional and transformational leadership has been
examined by Bono and Judge (2004). Their study was based on meta-analysis of
the relationship between personality and ratings on transformational and
transactional leadership behaviours. The five factor model was used in the study
and personality traits were related to 3 dimensions of transformational leadership
namely idealized influence-inspirational motivation or charisma, intellectual
stimulation, and individualised consideration and also to the 3 dimensions of
transactional leadership namely contingent reward, management by exception-
active and passive leadership. Extraversion as a major personality trait has been
found to be the most consistent
correlate of transformational leadership and even charisma was closely related to
this style of leadership. Leadership styles also affect performance and not just
personality patterns and behaviours. The overall performance of a unit has been
critically examined by Bass et al (2003) assessing both transformational and
transactional leadership styles. The authors ask how leadership styles and
ratings from operating units can predict the subsequent performance of these
units that operate under high stress and even considerable uncertainty. In this
study, the predictive relationships for transformational and transactional
leadership styles for ratings of unit potency, cohesion and performance levels
were calculated. The results indicated that both the leadership styles positively
predicted unit performance suggesting that transactional and transformational
styles of leadership may be both effective for improving performance of an entire
nursing or clinical unit

Conclusion:
In this study we discussed various approaches to transformational and
transactional leadership styles and behaviours and in the course of the
discussion we showed the different views and perceptions on leadership styles.
In general most of the studies discussed here suggest that transformational
leadership is preferred and is the more positive form of leadership as it
emphasises on individual power and charisma to change the surroundings and
the situation. Transactional leadership on the other hand is comparatively easier
form of leadership as it is not dependent on any unique personality pattern but is
largely dependent on how an individual uses the situations to bring out efficient
and positive consequences. However as Bono's studies suggest both the
leadership styles may be equally related to personality patterns with openness
and agreeableness being important traits of a transformational leader. Most
studies discussed here seems to point out that leadership styles are closely
related to change management, quality of care, work relations, job satisfaction
and overall nursing practice. This is also true in all other areas and services,
including mental health wards where violence management of patients is a major
challenge for head nurses. There are however few exceptional studies examined
here that seem to argue that organisational effectiveness have little, no or
uncertain relationship with leadership styles.
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While there are several theories of nursing leadership, it¶s important to review
those most applicable to the new nurse. The three theories that can be best
practiced as a new nurse are quantum leadership, transformational leadership
and the dynamic leader-follower relationship model. These three theories are
appealing specifically for their embrace of leadership at all levels. Five years ago
Porter-O¶Grady (1997) observed, "Leaders issue from a number of places in the
system and play as divergent a role as their places in the system require" (p. 18).
Porter-O¶Grady (1997, 1999) opened up a new process of thinking about
leadership by noting how the changing healthcare system required new
leadership characteristics and roles. He observed that knowledge of technology
has changed the traditional hierarchy of leadership. Traditionally, worker
knowledge rose vertically as the worker moved up the chain of command.
Typically, knowledge bases increase as position increases. Now leadership and
the knowledge associated with it has shifted. As new nurses enter the profession
with ever expanding skills, "Technology has made possible this growth in the
horizontal connections«" (Porter-O¶Grady, 1997, p. 17). Staff nurses at the
bedside 24 hours a day, seven days a week are on the front lines and have a
distinct power to influence sustainable outcomes and productivity. They are, in
fact, at the first level of decision-making. By permitting some autonomy in their
decision-making however slight, we lay the foundation of leadership. New nurses
decide appropriate times to call a physician, choose applicable care plans and
pertinent interventions. These early autonomous steps form the building blocks of
leadership. We can effectively train nurses in this manner by evaluating their
decisions with corresponding patient outcomes. To motivate leadership from the
bottom up, mangers can "develop staff self-direction rather than giving direction"
(Porter-O¶Grady, 1999, p. 41). Again, these simple steps facilitate new nurses¶
enhancement of their own leadership skills.

Transformational leadership merges ideals of leaders and followers (Sullivan &

Decker, 2001). Its focus is to unite both manager and employee to pursue a
greater good and "encourages others to exercise leadership"(p. 57).
Transformational leadership can readily pertain to situations common among
new nurses. Sofarelli & Brown (1998) favor the transformational leadership style
and find it empowering. Transformational leadership promotes change and suites
the extremely dynamic health care system. Its focus on change can be directly
applicable to nursing. New nurses are in a unique position of evaluating end
results of both new and old policies and procedures. Using transformational
leadership, managers can motivate new nurses to submit feedback on how well
unit specific procedures are carried out and implemented. The key is to actively
listen and institute pertinent suggestions that not only promote client outcomes,
but also again help to build a base of leadership with the new nurse. Not
everyone can take direct action on issues directing affecting patient care by
sitting in on an advisory meeting or voting on proposed legislation.
Transformational leadership provides new nurses with a method of taking an
active and participatory role in policy within a new nurse¶s jurisdiction and power.

A third nursing leadership theory that can be readily used by new nurses is
modeled after Ida J. Orlando¶s nursing model. Orlando¶s middle-range theory
concentrates on the process nurses¶ use to identify a patient¶s distress and
immediate needs. It specifically draws on cues in the interpersonal process to
reach those objectives. Using Orlando¶s theory as a backdrop, Laurent (2000)
proposes a dynamic leader-follower relationship model. The theory is that the
leader and follower exchanges are dynamic. Both parties are vital to the success
of the unit. "The leader provides direction to the employee, not control, allowing
for maximum participation by the employee or a dynamic relationship" (Laurent,
2000, p.87). This type of interaction between manager and new nurse can instill
motivation and commitment. At the time new nurses are finding their niche, they
can simultaneously develop basic leadership principles facilitated by interaction
with established nursing leaders.

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Central to the theme of new nurses as leaders is the fact that effective leaders
are also proficient clinically. New nurses can incorporate leadership
fundamentals while developing competency in their profession. However, not all
authors subscribe to the notion that clinical proficiency and leadership are
congruous. In exploring the Synergy model Kerfoot (2001) contends, "A leader
cannot provide direct care. The leaders obligation is to create the environment in
which good people can provide good care" (p. 101). Many leadership studies and
professional opinions, including mine, disagree. In fact in the United Kingdom, a
"lack of consensus on nursing leadership has led to leadership development
programmes [  for nurses which have emphasized the development of
corporate and political skills, often to the detriment of nursing knowledge"
(Antrobus & Kitson, 1999, p.751).

Naturally, some will relinquish the title of leader and would rather follow. That is
necessary for the system to operate. Leaders in the lower rungs have less
responsibility, but still can act as a leader. This is leadership in training.
Leadership within the confines of their position or authority. The fact is that while
new nurses provide the majority of care and spend the majority of time with a
patient, they are clearly not at the same power-level/structure as physicians or
administrators. Few new nurses have input on major decisions affecting an
organization. What new nurses can do is propose improvements to the existing
status quo. They can submit new scheduling options, take the lead in presenting
in service training or consult on retention and recruitment issues.
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