Write at least one paragraph for each section (A, B, C).
Questions: A. Definition of Leadership and Teams: For this section, use at least TWO of the class readings to support your definitions.
– Define leadership as related to Health & Human Sciences/Services organizations. Give three examples of leadership which support your definition. (1 paragraph)
– Define a team as related to Health & Human Sciences/Services organizations. Give three examples of teams which support your definition. (1 paragraph)
B. Self Reflection: Leadership. As you respond to these next questions think about your pre-professional and /or professional experiences as well as your interactions within your UHHS 310 group. (
1-2
paragraphs)
– What are three qualities, characteristics, or skills that you possess as a leader? Identify these qualities and give at least one specific example for each.
– What are three most significant areas that you need to further improve as a leader? Identify these three areas and explain why these are significant.
C. Self Reflection: Teams. As you respond to these next questions think about your pre-professional and /or professional experiences as well as your interactions within your UHHS 310 group. (1-2 paragraphs)
– What are three qualities, characteristics, or skills that you possess as a team member? Identify these and give at least one specific example for each.
– What are three most significant areas that you need to further improve as a team member? Identify these three areas and explain why these are significant.
Grading
Criteria
: See the rubric which follows.
The criteria identified will be used to grade your paper.
Rubric: Leadership & Teams
Rating
Scale
Criteria
0
1-2
3-4
Rating
I. Content:
A. Definitions
of Leadership & Teams
Did not define leadership & teams and no examples.
Defines leadership and/or teams but no supporting examples
Clearly defines both leadership & teams
Provides supporting examples
B. Self Reflection: Leadership
Not identified
Identifies and gives examples, and areas for development but responses are vague and/or incomplete
Identifies, gives examples and areas for development.
C. Self Reflection: Teams
Not identified
Identifies and gives examples, and areas for development but responses are vague and/or incomplete
Identifies, gives examples and areas for development.
II. Supporting Documentation
D. Ideas supported within the paper by two class readings
I uploaded the readings
No ideas supported by class readings
Identifies ideas from readings but does not integrate ideas into one’s own writing
Identifies ideas from readings and integrates this into one’s own writing by further interpreting, explaining or expanding upon the idea
III. Writing
E. Citations and Reference List
No citations given with the paper and/or no references listed.
Some references identified in list and/or not in APA format.
Identification of all citations within the paper and references used in correct APA format
Leadership: a new perspective
KARIEN JOOSTE D L i t t e t P h i l ( U n i s a )
Associate Professor, Department of Nursing, Rand Afrikaans University,
South Africa
Introduction
It was not until the early 19th century that leadership as
a concept first appeared as a word in the English lan-
guage (Davis & Cushing 1999, p. 12). Effective
leadership is about enabling ordinary people to produce
extraordinary things in the face of challenge and change
and to constantly turn in superior performance to the
long-term benefit of all concerned (Charlton 2000,
p. 30). The following brief wording from many
Correspondence
Karien Jooste
Department of Nursing
Rand Afrikaans University
PO Box 100477
Moreletaplaza
Pretoria 0167
South Africa
E-mail: kjo@edcur.rau.ac.za
J O O S T E K . (2004) Journal of Nursing Management 12, 217–223
Leadership: a new perspective
Aim This overview article aimed at outlining the image of an effective future-ori-
entated nurse leader in the health care context through a pragmatic approach. The
future nurse leaders on different levels in health care institutions is challenged in the
current health care environment of culturally diverse countries, such as South
Africa.
This article should make all nursing leaders more aware of their important role in
taking the lead in challenges faced in the current health service environment.
Background Leaders have the essentials of authority, power and influence to
lead followers to their goals. The use of these essentials has changes from the past,
to the present and into the future health care environment. Different changes and
challenges are facing nurse leaders and they need to implement an effective leade-
rship style in a complex health care environment.
Evaluation This overview article focuses on key elements of an effective future
leader using a conceptual framework as departure, incorporating relevant literature.
It analyses and evaluates the efficiency of past and present roles of authority, power
and influence in leadership and summarizes a new perspective of a future nurse
leader. Solutions and future actions are indicated for the future role of the nurse
leader.
Key issues The past, present and future leadership setting, role of authority, power
and influence in leadership, components of the arch of leadership and solutions to
effective leadership in a future dimension is all domains that is presented with the
intention of motivating future nurse leaders.
Conclusion It was identified that a different kind of leader should emerge to lead in
a new way, different from those leadership styles that we have known in the past.
The 21st century is a new timeframe and different timeframes demand different
leadership approaches.
Keywords: behaviour, influence, leadership, transformation
Accepted for publication: 23 October 2003
Journal of Nursing Management, 2004, 12, 217–223
ª 2004 Blackwell Publishing Ltd 217
definitions is chosen to describe the difference between
management and leadership: �legitimate power and
control vs. empowerment and change�.
The role of nurse leaders in South Africa and the
global health care environment is continuously moving
to new dimensions. No longer is the leader the person
who controls the employees. The role of leaders is to act
as visionary leaders, who assist employees to plan,
organize, lead and control their activities. The devel-
opment of employees in order to create a learning
environment and to emphasize self-management and
entrepreneurial behaviour is the responsibility of
today’s leader-leader.
Different kinds of leaders will emerge to lead in ways
different from those that we have known in the past,
because different times and different conditions demand
different approaches (Apps 1994, p. 39).
Conceptual framework
The nurse leader of the present is faced with challenges
and changes in the health care environment. The nurse
leader functions at functional, middle and top nursing
management levels in various health care settings
(Figure 1).
Many political, economical, professional and other
factors influence the essence of her/his leadership role in
the health care environment in future. Over the years
the role of authority, power and influence in leadership
have changed. A paradigm shift is occurring in the
leadership styles of nurse leaders.
The arch of leadership could provide guidelines for an
effective leader for the future. Possible solutions to fulfil
an effective leadership role should be the focus.
Problem statement
Throughout the history, there have been calls for lead-
ership. Today, it is more important than ever in society
and its institutions. Things are changing at an aston-
ishing pace in the health care environment and chal-
lenges are huge. Yet by all accounts, there are too few
leaders to go around. However, effective leadership is
not the product of a simple formula.
Leaders should know how to use power, authority
and influence in meeting the new challenges in leader-
ship in current health services. Some of the following
are questions that leaders often ask themselves and are
examples of their uncertainties:
• How should I use influence to obtain the organiza-
tional goals of the institution?
• What role does authority play in leading subordinates
to the desired goals?
• How can I be powerful without being overpowering?
• How long do I have to keep working at being a good
leader?
New beliefs that empower one’s dream are needed to
become an effective leader. The following main ques-
tion should therefore be answered:
What is the essence of the role of an effective nurse
leader in future health services delivery?
This article aims to highlight the image of an effective
future orientated leader. By addressing this image the
article focus on:
• past, present and future leadership setting;
• role of authority, power and influence in leadership;
• components of the arch of leadership;
• solutions to effective leadership in the future dimen-
sion.
�Begin with the end in mind� means to start with a
clear understanding of your destination – the behaviour
and criteria you define as supremely important – to be a
good leader. It means to know where you are going so
that you better understand where you are now and so
that the steps you take are always in the right direction.
The past–present–future leadership scenario
Past patterns and characteristics were hierarchical
structures and authority, formalization, centralized
controls, a stable environment, inflexible structures, less
competition and leaders not leaders. Organizations
believed that change was for someone else, it remained
organized, as it has been organized, it attempted to
produce a product to the receiver as it has always
produced.
A new organizational context is currently emerging in
which positions and responsibilities are less static and
more open-ended, and the familiar boundaries
distinguishing upper, middle and lower level leaders are
LEADER
Authority Power Influence
Factors
influencing
the leader
The arch of
leadership
Possible
solutions
PresentPast Future
Figure 1
Conceptual framework.
K. Jooste
218 ª 2004 Blackwell Publishing Ltd, Journal of Nursing Management, 12, 217–223
being redrawn. In the past the emphasis has been on
how leaders/leaders oversee the work of people within
fixed units (Chapman 2001, p. 55).
Presently leadership competence is important, asses-
sing past impacts and current reality, job suitability,
strategic human resource systems to address the future.
Future functional level leaders should undergo trans-
formation from implementers to aggressive entrepre-
neurs in running cost units. Those at middle level
management are slowly starting to move away from
their previous role as administrative controller to sup-
portive coaches, and top-level leaders are becoming
institutional leaders rather than resource allocators
(Chapman 2001, p. 56). Learning from the past, leaders
should identify future trends in technology, social and
culture developments, demographics, economics, polit-
ics and market expectations that can influence health
services.
Factors in current health services that
demand changes and challenges
Different factors affect our current health services such
as political and economical changes, population
growth, nagging world problems that are continuing,
for example hunger, poverty, and the technology that is
increasing ever more rapidly.
The ethical codes and oaths of health professionals,
with their rules of conduct, may require extension and
augmentation in the future to include ethical theories
developed to suit difficult health care situations. Present
medical technology has created many situations with
conflicting alternatives, each of which represents some
degree of �good�. The very objectives of the medical and
nursing profession – to save life, to cure disease and to
alleviate suffering – are now seen to be in some cases
conflicting with ethical codes. Devices are available that
can prolong life at the cost of increasing suffering, and
the problem of the morality of euthanasia thus becomes
more pronounced.
The South African health summit (Department of
Health. Health Summit 2001) focuses on reaching out for
better health for all citizens of South Africa. The National
patients� rights charter (Department of Health 1997)
outlines the patient’s rights in the national health care
setting. Among others it stipulate that every patient has
the right to participate in decision-making on matters
affecting their health, that health care providers should
display and demonstrate courtesy, tolerance, provide
adequate health information and continuity of care.
In South Africa, white governmental papers (Depart-
ment of public service and administration 1997) for
transforming health service delivery, focus on among
others, the decentralization of responsibility, account-
ability, power and authority to the lower levels of health
care delivery, greater involvement of the community,
reduction of bureaucratic practices that are far removed
from the community, and effective use of resources.
Putting the above-mentioned principles into practice
is the challenge now facing the nurse leaders of the
South African health care sector.
Authority, power and influence
Three essentials are needed to control other people,
namely authority, power and influence.
In 1911 Fred Taylor initiated the careful study of
tasks and jobs, and trained workers in standard meth-
ods to be productive. He tended to regard workers as
uninformed and ignored their ideas and suggestions.
Under this system, workers often felt exploited. In the
era of Max Weber the authority position was the means
to exercise authority as a bureaucrat. Positions were
organized in a hierarchy of authority, with each posi-
tion under the authority of a higher one. These
approaches mainly focused on the concepts of authority
and power and less on the concept of influence.
Nursing leadership later emerged as a product of the
competing power relations reflected in the bureaucratic
authority of the hospital and the voice of professional-
ization (Davis & Cushing 1999, pp. 15–16).
Fifty years later the scenario changed to an equal
proportion between authority, power and influence
where a person strived towards a certain position with
authority/competence, wanting to have influence over
other people and wanting power. The humanistic per-
spective emerged and emphasized understanding human
behaviour, needs and attitudes in the workplace.
A more holistic approach is being followed since the
1990s, which seeks to blend the 1970s the inner-direc-
ted focus of the neo-human relations, and the hard-
nosed, profit-focused themes of the 1980s (Sofarelli &
Brown 1998, p. 202). Nelson Mandela changed the
rules of the political game, from revolution to demo-
cracy, from bitterness to forgiveness, from massive
inhumanity to the human spirit on a new journey
(Charlton 2000, p. 8). In 2002 we should move towards
a scenario of more influence and less power and
authority. In new organizational forms influence is used
to ensure that work, behavioural and change processes
flow smoothly. Hierarchical authority is less effective
for getting things done. More important are the
capacity to motivate, persuade, appreciate, understand
and negotiate. These dimensions of influence are critical
Leadership: a new perspective
ª 2004 Blackwell Publishing Ltd, Journal of Nursing Management, 12, 217–223 219
for ensuring a smooth flow of cooperative and mutually
enhancing productive activity (Chapman 2001, p. 57).
Practices, which help to deal with and respond to new
uncertainties, should be promoted, such as improved
intra-organizational communication and support, and
the inverting of organizational hierarchies whereby
senior staff actively support front-end personnel, rather
than the traditional one-way onus on junior staff to
support senior staff (Mullins et al. 2001, p. 117). Nurse
leaders could use three basic categories of influence to
create an environment supporting culturally appropri-
ate care namely (1) to model by example, (2) to build
caring relationships and (3) to mentor by instruction
(Lambert & Nugert 1999, p. 174).
The arch of leadership
The arch of leadership could be viewed with the
dimensions of clarity, commitment, self-image, price
and behaviour. This arch could have several uses, one
being the lens of the characteristics of an effective lea-
der, the other to identify and solve problems in the
health management sector (Figure 2).
The leader has an enormous role to play in influen-
cing followers in the right direction. Shortcomings in
the characteristics of the leader could lead to problems
among followers in the work place. As a problem sol-
ving framework for leaders the following questions
could be asked to identify reasons for and address any
problematic scenario with followers:
• Clarity: are workers clear of their tasks?
• Commitment: what do followers need from their
leader?
• Self-image: do followers know their own abilities,
what they can and cannot accomplish?
• Price: what is the price they pay or receive for
working hard?
• Behaviour: does the leadership style promote positive
and effective behaviour among followers?
Answers to these questions could help to determine
reasons for problems in the work place.
Clarity
The two pillars of the leadership arch are clarity and
behaviour. Everything starts at clarity. The leader
should conceptualize what is right and communicate the
future picture of the service to followers. The comp-
elling picture of the future should focus more on people.
The leader should communicate the future picture of
managing the service more effectively to followers by:
• sharing the vision and mission of the service with
them;
• setting time frames for their tasks;
• being positive, and having openness towards follow-
ers;
• establishing team building projects in the service;
• promoting research strategies in the service;
• operating within the legal/ethical/professional
framework of the profession and country; and
• using her/his listening skills.
The leader is responsible for communication and
should check for clarity of communication, she should
not assume, and should involve all followers in decis-
ion-making and setting standards, for more commit-
ment. Less involvement leads to less commitment. How
does your leader looks like? Is she/he competent, qual-
ified, skilled, with effective body language, willing and
able in the job? How does the leader climb the career
ladder?
Commitment
You know people are committed when they take action,
and have the will to stick with something they have
started to the very end. A leader devotes her/his life to
doing what they need to do, each day. What do a leader
need to be committed? The answer has facets of self
motivation, inner norms and values, job satisfaction,
the necessary challenges in the work place, success
stories, knowledge and expertise, freedom to make
choices, good working conditions, incentives and peo-
ple skills. Every leader has her/his own hot buttons that
leads to more commitment.
Self image
This concept is the centre of the arch. Knowing what you
can and cannot do. Inner leadership helps us to bring our
hidden qualities of leadership into reality and to apply
them in our lives and work situations. Inner leadership
provides a practical process for: increasing self aware-
ness, uncovering assumptions and beliefs which limit
Figure 2
The arch of leadership.
K. Jooste
220 ª 2004 Blackwell Publishing Ltd, Journal of Nursing Management, 12, 217–223
our effectiveness, becoming autonomous individuals
acting from our values and purpose; using our awareness
and inner will to realize our deepest resources and self-
leading potentiality. �Nothing changes without personal
transformation�. We do have the potentiality to think
and act in other new ways, ways that better suit the real
needs of the situations we encounter.
Understanding our own personality is not easy. Some
things about us are known by others and ourselves.
Other aspects of our personality are obvious to others
but not to us. There are things about our past we never
disclose. Inner leadership provides tools to help us
understand our own personality, these tools are body,
emotions, thoughts and constituents of personality.
We should explore the parts of our selves, how they
behave, how they serve use, what qualities they bring to
our personality, how they interact. We should become
aware that we are identified always with some part of
our personality, and that we have a choice – this is the
awareness function of our centre of identity – and that
we have the power to bring about change – this is the
will function of our centre of identity.
Inner leadership should be practised in one’s working
live, which means allowing space for transformation,
realizing our self leading potential, and gaining the
clarity to respond to the real needs of each situation
with awareness, will aptitude and purpose (England
2002, pp. 21–27).
�To become an effective leader is the ultimate act
of free will … becoming a leader is synonymous
with becoming yourself.� (Sofarelli & Brown
1998, p. 202).
Price
What is the price you pay, or incentives you receive for
your hard work?
The way management treats their employees is exactly
how the employees will treat the clients and provide
total quality nursing care. Employee satisfaction
towards the job and the organization has a positive
effect on employee loyalty and behaviour towards cli-
ents/patients (Mullins et al. 2001, p. 123). This pro-
motes client retention, and is the most effective
marketing strategy.
Behaviour
There are many different leadership styles that could be
used to lead health care systems into the future.
Transformational leadership is an empowering leader-
ship style and one which is highly suited to the profes-
sion of nursing, characterized as it is as being caring and
highly ethical (Sofarelli & Brown 1998, p. 202).
The ability to effectively use a transformational lea-
dership style in health care will become increasingly
critical as we approach the 21st century.
Five of the fundamental practices in an effective lea-
dership style should be pointed out:
• Inspiring a shared vision.
• Enabling others to act.
• Challenging the process.
• Modelling the way.
• Encouraging the heart.
Inspiring a shared vision
Leaders are people who thrive on change and inspire their
followers by having and communicating a vision, which
is arrived at jointly by their people, for whom they show a
great deal of concern (Sofarelli & Brown 1998, p. 202).
The leader should have a personally created dream about
how one would like things to be in the future, be com-
mitted to this vision and should empower others with
that vision (Lambert & Nugert 1999, p. 174).
Enabling others to act
Challenges facing our extraordinary profession include
maintaining a skill mix and patient allocation that will
safely and effectively meet our carefully conceived
professional standards for care. Further challenges lie in
working within multi-disciplinary teams with highly
refined communication and negotiation skills. The
heightened expectations of an informed public, ethical
and legal obligation to the patient and families, growth
of health and health care knowledge need adequate
educational preparation for nurses.
Some of the commandments for leadership in
enabling others to act are:
• Enlist others.
• Strengthen others.
• Foster collaboration.
• Celebrate and cheer accomplishments.
• Recognize contributions.
Challenging the process
Leaders are prepared to take risks that bring out
change, challenging the status quo. But change is not
necessary synonymous with growth (Charlton 2000,
p. 1). The ability to initiate individual and organiza-
tional growth-directed change has become a core com-
petence in the changing health care environment.
As nurses, we are never far from change; it is a hall-
mark of our profession. One of the new challenges of
Leadership: a new perspective
ª 2004 Blackwell Publishing Ltd, Journal of Nursing Management, 12, 217–223 221
this century is the impetus to reflect on change, both past
and future. Undoubtedly, our reflections would lead us
to predict that the speed and magnitude of changes to
health and health care in the last century will be greatly
surpassed in the following centuries (McMurray 2001,
p. 6). The impact of new developments in health and
health care often translates into better lives for our
patients and us. However, change also brings challenges.
Leaders should keep abreast of the pace and direction of
change, to ensure that nursing takes it rightful place
alongside other professions in securing and maintaining
health and health services. The ICN is offering a lead-
ership for change programme – one of many pro-
grammes available. Perhaps the biggest challenge that
looms in the coming decades for leaders is the need to
devise programmes that will inculcate a global mindset
in their people. To become a global leader, one must
transform one’s mindset (Oddou et al. 2000, p. 159).
The emerging paradigms in health care require lead-
ers who are able to be strategic in their thinking and
facilitative in their style. In a changing health care sys-
tem there seems to be a need to devise new ways to
approach its management.
Modelling the way
Effective leaders should create a friendly environment,
which supports collaboration, enthusiasm and com-
mitment from staff. Leaders are people who get others
to perform at consistently high standards – voluntarily.
In these times of scarce resources and long hour work-
ing weeks, the leader should strive to create a fun place
to work. Leaders should be flexible, using their own and
everyone else’s skills to the limit.
Leaders have fast reactions to change, encourage
innovation, and have a questioning mentality. They
are focused on specific goals, which are owned by
everyone.
Encouraging the heart
Leaders recognize contributions that individuals make
celebrate accomplishments and enable individuals to
share in the rewards of others. Leadership is only partly
about yourself and largely about those people around
you. You have to look inward to have outward influ-
ence. You have to recognize that to keep on being
acknowledged as a leader, you have to keep earning it.
Future solutions
Key attributes of modern nurse leaders are vision,
strategic thinking ability, change management skills,
strength, confidence, negotiation skills, knowledge
management and willingness to form strategic alliances.
I believe the key to nurturing these attributes is soli-
darity. There is a special bond between nurses that cuts
across language, culture, specialist knowledge and
practice circumstances that allows us to share with one
another our art, skill, knowledge and wisdom.
The time has come for leaders in nursing to take the
profession into the future and to shape nursing practices
that changes in society, policies and health care services
demand. Nursing must do this before other professions
dictate what the nursing role in health care organiza-
tions will be.
• Leaders should be proactive and see the present as a
springboard to achieve future aims.
• Skill management is essential in assessing competen-
cies and skills of followers to determine and plan for
changes in individual and team performances.
• Build a global perspective through short-term inter-
national travel assignments to understand different
viewpoints and stretching one’s mental maps.
• Have a strategic attitude and accept that there is more
than one way to do something, be willing to take
risks and move towards more participation.
• Manage negative emotions cognitively and focus on
people rather than principles. Use principle-centred
leadership with fairness and kindness.
• Strategic actions should focus on building trust
through behaviour that represents openness, accept-
ance and appreciation. The team leadership style
moves the focus away from the leader towards the
team as a unit.
• As an evolving concept, knowledge management
should be applied by capturing and communicating
information to those who seek it or who need it,
provide information to the right person at the right
time (Quible 2001, p. 336).
• Emotional intelligence is becoming increasingly
popular as a measure for identifying potentially
effective leaders and should be used as a tool for
developing effective leadership skills.
Every nurse leader should keep the leader within her/
him alive and should believe there is a way to be the
leader she/he want to be and that leadership is one of
her/his true gifts. It is never to late to become a leader
and one should have the courage to change and do
things differently.
Conclusion
With the above mentioned solutions in mind, the
nurse leader in the current health care environment of
K. Jooste
222 ª 2004 Blackwell Publishing Ltd, Journal of Nursing Management, 12, 217–223
South Africa, should maintain the following princi-
ples:
• Stewardship, recognizing the limitations of the health
plan’s resources, promoting policies that ensure
continued availability and equitable distribution of
those resources. Her/his stewardship should focus on
prevention, community healthy and individual
responsibility.
• Respect, which refers to protecting and supporting
the important relationship between caregivers and
their patients as well as honouring the individual
needs of people.
• Caring, valuing patient’s emotional and spiritual
needs, respects their preferences, prizes good com-
munication skills, and focus on multidisciplinary
team approaches to care.
• Advocacy, which involves involving doctors in setting
good policies so that the best quality care is delivered.
• Honesty, making sure those relevant individuals have
all the information they need to understand how their
health plan works.
• Confidentiality, which means supporting the protec-
ted relationship between caregivers and patients and
guarding the use of private information (Ehlen &
Sprenger 1998, pp. 219–220).
• Initiating an ethics program. In today’s multicultural
environment it is a complex task but a clear code of
conduct should be developed for employees that is
value based and address cross-cultural issues.
References
Apps J.W. (1994) Leadership for the Emerging Age. Transform-
ing Practice in Adult and Continuing Education. Jossey-Bass,
San Francisco.
Chapman J.A. (2001) The work of leaders in new organisational
contexts. The Journal of Management Development 20 (1),
55–68.
Charlton G. (2000) Human Habits of Highly Effective Organi-
sations. The Human Race. Van Schaik, Cape Town.
Davis J. & Cushing A. (1999) Nursing leadership in the US
1950s–1970s: a discourse analysis. International history of
Nursing Journal 5 (1), 12–18.
Department of Health (1997) National Patients� Rights Charter.
Pretoria, South Africa.
Department of Health. Health Summit (2001) Background
Papers: Quality of Care, Public–Private Interactions, HIV/
Aids? STI’s and TB & Human resources. Pretoria, South
Africa.
Department of public service and administration (1997) White
Paper on Transforming Public Service Delivery (Batho Pele
White Paper). Government Gazette No 18340. October 1997.
Notice 1459 of 1997. Pretoria, South Africa.
Ehlen K.J. & Sprenger G. (1998) Ethics and decision making in
healthcare. Journal of Healthcare Management 43 (3), 219–
221.
England D. (2002) Inner leadership – personal transformation.
Industrial and Commercial Training 34 (1), 21–27.
Lambert V.A. & Nugert K.E. (1999) Leadership style for facil-
itating the integration of culturally appropriate health care.
Seminars for nurse leaders 7 (4), 172–178.
McMurray M. (2001) Guest editorial: leadership for change.
Australian Journal of Advanced Nursing 18 (3), 6–7.
Mullins J., Lineham M. & Walsh J.S. (2001) People-centred
management policies: a new approach in the Irish public ser-
vice. Journal of European Industrial Thinking 25 (2/3/4/), 116–
125.
Oddou G., Mendenhall M.E. & Ritchie J.B. (2000) Leveraging
travel as a tool for global leadership development. Human
Resource Management 39 (2, 3), 159–172.
Quible Z.K. (2001) Administrative Office Management. An
Introduction, 7th edn. Prentice Hall, NJ, USA.
Sofarelli D. & Brown D. (1998) The need for nursing leadership
in uncertain times. Journal of Nursing Management 6, 201–
207.
Leadership: a new perspective
ª 2004 Blackwell Publishing Ltd, Journal of Nursing Management, 12, 217–223 223