Hall (2005) notes that for many years, the core values in nursing leadership and theory were also derived from the military background of the profession. In this context, nursing leadership positions, much like those in the actual military system, were rigorously defined and of a concrete, hierarchical structure. The author goes on to note, however, that in contemporary practice, “nursing leadership has shifted from controlling nurses to empower nurses to practice within the full scope of their profession, but this has not been a simple process as it has occurred during times of tremendous change in health care organizations and ongoing concerns with the supply and demand for nurses” (Hall, 2005, p. 186). Much of the difficult transition in nursing leadership that occurred throughout the course of the last few decades has been organizational. While nursing leaders emerge naturally, there have also been rather intensive measures to create systems of management that enhance natural leaders and prompt personal leadership among all nursing staff. These aspects of leadership are variable in scope and principle but as Daly, Speedy and Jackson (2003) state, “Concepts that make nursing leadership unique include responsibility for the care and safety of patients and a need for clinical governance” (p. 291). These scholars furthermore suggest that “contemporary nursing leaders need to form symbiotic professional relationships in order to inspire and influence changes in groups and organizations” (Daly, Speedy and Jackson, 2003, p. 291). In other words, trends for the future of nursing leadership concern the development of all nurses through one another’s experiences. Leadership is also defined here as “inspiring” which is not a term that was found when reading through literature concerning nursing prior to 1950 and seems a valuable addition to what quantifies a positive nursing leader.

The future of nursing leadership is not as certain as the locus of power for nursing as a profession are beginning to change. Currently, most of the leaders in the nursing field are considered to fit into the “baby boomer” age group. Over the next decade many of the current nurse leaders will begin to retire, leaving a leadership gap. According the findings of a study conducted by Sherman (2005), which used surveys of over one hundred young nurses to examine differences in the soon-to-retire baby boomer generation of current nursing leaders, “younger nurses see the potential to make a difference in nursing leadership roles but are concerned about issues such as pay, equity, decision-making power in the role, and the negative feedback that they hear about nursing leadership roles from their current nursing leaders” (p. 16). Demand is growing, training requirements are also rising in standard, and this is certain to be a new paradigm for the profession of nursing. With these differences that will be present in the concerns of younger nurses, it seems that the best solution to all of the concerns expressed in the Sherman study can be answered by strong leadership. Pay and equity issues can be addressed by a group of nurses taking a leadership and organizational role to gather support to have their concerns addressed and decision-making capabilities will be enhanced and supported from hospital and medical staff if it is clear the decisions are being made under sound leadership. In short, while the leaders who are present now may be changing, leadership more generally is a trait that remains constant, if in different forms. The same qualities that made nurses like Florence Nightingale a paragon of nursing are the same that make all new nurses potential leaders. Through attention to mission and a commitment to working together and building sound relationships with other nurses, patients, and all members of the health care team, new nurses will see that nursing leadership comes naturally when adhering to mission and will be shown to be most valuable during trying times and difficult situations.

One researcher notes that “There is a consensus in the literature that nursing leaders, particularly those in front-line positions, are pivotal to the creation of a healthy work environment and retention of staff” (Sherman, 2005, p. 13). The concept of a “healthy work environment” is just as new to nursing theory as the ability to be “inspiring.” In academic discussions about nursing leadership during the time when the profession was just emerging as organized, elements such as these were only hinted at. Today, these matters form the backbone of extensive research into issues of contemporary leadership for nurses as the general discussion in management and related fields has attempted to unravel these same issues. What emerges from that realization is that nursing leaders, especially those who publish their ideas and contribute to nursing scholarship, are keeping abreast on cross-disciplinary leadership studies more generally. This is leading to a leadership force that seeks to keep itself fresh as innovations in medical technology and adaptation to an influx of new nurses is at its height.

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References

Andrist, L., Nicholas, P., & Wolf, K. (2006). A History of Nursing Ideas. Toronto: Jones & Bartlett Publishers.

Daly, J., Speedy, S., & Jackson, D. (2003). Nursing Leadership. Sydney: Elsevier.

Dingwall, R, Rafferty, A, & Webster, C (1988). An Introduction to the Social History of Nursing. New York: Routledge Publishing.

Hall, Linda M. (2005). Quality Work Environments for Nurse and Patient Safety: For Nurse and Patient Safety. Toronto: Jones & Bartlett Publishers.

Nightingale, Florence. (1912) Notes on Nursing. New York: D. Appleton and Company.

Sherman R. (2005). Growing our future nursing leaders. Nursing Administration Quarterly, 29(2), 12