INTRODUCTION:

Leadership is as old as ancient culture. Leadership is a pivotal skill for nurses in every single setting¹. Nurses are perceived as leaders that uphold the best care for their patients or advocate the best educational experiences for their students from the outlook of an individual².In contrast, they engage in an exuberant role in the broad horizon of decision-making processes, which influences the magnification and expansion of an organization³.

The idea of leadership must be examined to ascertain a non-discriminatory patient approach towards health services corresponding to their needs within the range of competence of the health unit⁴. An accountable and honestly associated leader in the organization in which he or she manages has the capacity to create a stout organizational culture with their own protocols and regulations for all employees to follow strictly so as to ameliorate its performance⁵.

Leaders are expected to intertwine stout working relationships because in the current ever-changing health care environment, interprofessional education is prominent, where nurses have to collaborate with all disciplines of the health care members. Effective leaders build shared decision-making, making certain that colleagues are diligently engaged and reinforced through constant teaching, guiding, and ongoing help for nurses. They empower their team by bestowing resources required to complete the task beyond performing as role models⁶.

Health care institutions require leaders who can victoriously defeat challenges, face them courageously, and implement their institution’s vision and mission and wise priority. This indicates that leaders required to producing decisions that affect them have the capacity to dispense with any new encounters⁷. Towering levels of patient satisfaction and enhanced results are executed by productive leadership. Furthermore, rendering high-quality patient care, retaining employees and clinical safety all rely on productive leadership, which is significant for health territories⁸. Past studies have thrown light on the effect of nursing leadership on nurses, patients, and organizations⁹. Nurses are anticipated to exercise leadership irrespective of their number of years of experience or position. For novice nurses, the role of nurse leaders is pivotal because they not only bestow resources and recognition but also enhance an optimistic working climate with the perspective to report and support¹⁰.

Leadership traits:

Yukl alludes to traits as “to a variety of individual attributes, including aspects of personality, temperament, needs, motives, and values”. Daft¹¹ (2015) narrates traits as “the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance”. Yukl (2013)¹² has expressed skills “at different levels of abstractions”. The common leadership traits are given below:

Intelligence:

It encompasses brainpower for understanding, insight, and logical thinking, besides the special ability for snatching reality and their links.Zaccaro and Bader (2004)¹³ support the idea that leaders have elevated intelligence compared to non-leaders, and the characteristics of intelligence do commonly become apparent to produce individuals as outstanding leaders. Nevertheless, research advocates that leadership may become hampered if a leader’s brainpower is markedly different from that of the followers. Effective leaders must be able to explain complex concepts in a manner that meets the needs of the team members.

Determination:

It is the inspiration that a leader arrives a decision and it encompasses attributes such as vigour, dynamism, single-mindedness and perseverance. Leaders with strong-mindedness have the perseverance to get the task completed and to sustain the same during the time of hurdles too. Leaders exercising self-confidence have practical convictions in their discernment, notions, capacity, and decision-making skills. Those leaders recognize and believe it without ego. They are optimistic about themselves and are capable to be resilient with the faith that whenever a decision is made wrong, it can be managed by correcting it. Effective leaders have self-respect and believe in themselves. They realize that their leadership can and will create a difference in their institutions and that the impact they have on others is correct and relevant¹⁴.

Personal integrity:

The compliance to personal values in routine behaviour is a cardinal aspect of interpersonal trust. Effective leaders display their character by being ethically reliable and faithful. Integrity is fundamental in connections between public health leaders and the supporter; leaders who exhibit integrity acquire admiration, esteem, and trust from supporters. Being of service to supporters and acknowledging that trust is a two-way street are both manifestations of leadership honesty. Effective leaders abide by the same rules that they create for supporters so as to win the trust of the supporters. Exploitation, finagling and non-fulfilment of promises also strike a balance in the leader’s effectiveness. Leaders who show favouritism are deprived of the trust of the supporters. Leaders who deny taking responsibility for their actions and decisions are recognized as unreliable particularly if they project on others for their failures¹⁵.

Personality:

A leader’s personality is a series of activities and attributes that considers a proportionately sturdy behaviour perspective that responds to individuals, objects or notions in the territory.Leaders’ effectiveness is regulated both by the leader’s personality and leaders’ expertise to recognize the personalities of supporters. A panel of investigators has inspected the several aspects of personality, and eventually they have ascertained the five big personality dimensions¹⁶. They are:

Fig: 1: Personality Dimensions of a Leader

The invariably changing dynamics and the constantly growing speed of advancement in patient care entail the demand for extraordinary nurse leaders. Change can be frustrating for workers and may have a pessimistic impact on patient care. Nurse leaders who are versatile intertwine managerial skills with motivation and insight that aids patient safety standards and ensure workers are supported during uproarious times. Effective nurse leaders display their leadership skills in times of transformation through excellent communication, self-confidence, and thoughtful mentorship¹⁷.

Excellent Communication:

Effective communication necessitates both outstanding oral and written communication. Nurse leaders require to communicating with people with wide educational levels, ranging from physicians to patients with restricted formal education. Their communication style must be suitable to the situation, and all the time must be open and impartial. When dealing with numerous staff members, communication skills are required to assure the wavelength of the team, find a solution to the conflicts and enhance collaboration. The ultimate goal of conflict resolution is to make certain of the patient’s safety in rendering care and to nourish a healthy team culture. Communicating effectively with all healthcare team members and patients permits this to happen.

Self-confidence:

As an important element of healthcare administration, nurses must imbibe the significant leadership characteristic of self-confidence. Team members connect approvingly to self-confident leaders who are understanding and pleasant. Self-confidence emanates from education, exposure, and the instinct that evolves eventually by victoriously applying nursing proficiency in diverse clinical situations. Nurse leaders aid nurses building nursing proficiency, thereby developing confidence in nurses, escalating the trustworthiness of the nursing profession, and progressing a stronger clinical practice.

Thoughtful Mentorship:

Thoughtful mentorship is a foundational characteristic of demonstrating nursing leadership. The profession of nursing expands by nourishing new nurse leaders to strike the boundaries of nursing. Mentorship encompasses dispensing knowledge, skills, and desirable practices to aid other nurses in lengthening their careers professionally. Characteristics of a good mentor are given in Fig.2.

Fig. 2: Characteristics of a Good Mentor

Emotional Intelligence:

Is significant for accomplishing effective leadership in healthcare institutions and grants determinatively to their proper functioning and triumphant operation. People have the skill to recognize and encounter a broad range of sentiments in day-to-day life. Nevertheless, a portion of them isunable to utilize, understand, and govern these sentiments. That reality recommends that it is essential to progress their emotional and social skills. In nursing, as the nature of the profession demands it is the patient who is placed in the center. By executing emotional and social learning courses, nurses can obtain knowledge, skills and attitudes which are essential for grasping and governing emotions, accomplishing optimistic goals, and preserving constructive relations, and explicable resolutions¹⁷.

Leadership theories:

There are seven leadership theories ¹⁸ related to the capacity and the qualities of a good and victorious leader. They are:

Great Man theory:

This is the mass precedent leadership theory. It believes that a leader is a leader by birth and it remarks that leaders are born and not built. As explained by this theory, victorious leaders have the essential leadership characteristics like readiness, conviction and accountability, logic, flexibility and so on.

Contingency theory:

This theory focuses on the circumstances in which leadership features are in need. The leader chooses the ideal leadership style that fits into the various situations. This theory believes that the foremost style of leadership varies with situations.

Transformational theory:

This theory concentrates on the connection of the leader and the members of that organization. Here, the leader is enumerated as the one who facilitates in transforming the members of the organization to do the activity much better and assisting each and every individual to progress.

Trait theory:

This theory is homogenous to the Great Man theory that renders significance to boost the quality of the individuals. It believes that the individual possesses traits that are essential to being a leader.

Behaviour theory:

This theory is in the middle of Great man theory and contingency theory. It believes that an individual keeps learning novel characteristics of leadership and adheres to their practice to become an extraordinary leader.

Transactional theory:

This theory depends on the inspiration of the entire team of the organization. An ideal leader inspires the team by heading them forward and acts as a role model.

Situational theory:

This theory is like the contingency theory that provides gravity to the situation rather than the individual personality. An ideal leader is expected to implement the best measures for different problems.

Development of the role of leadership in Nursing:

When the evolution of leadership in the nursing profession is assessed, it is demonstrated that it advances corresponding to the demands of the changes in the society and health system. The foremost example of the leadership epitome in nursing is Florence Nightingale ¹⁹. It has had a huge impact on the growth and development of the nursing profession. She noticed that nurses were bifurcated into two groups. It was nurses and head nurses. And this permitted nurses to capture managerial positions ²⁰.

In the leadership perspective, the nursing profession did not have any marked change or progress till 1980s ²¹. Nurse gained interest in leadership in the mid-1980s and recognized the lack of leadership in the nursing profession. While leadership in nursing was attentive to the growth of nursing practices until 1990s, it was restored by the changes of nursing into a professional discipline and the formation of health policies to ameliorate care consequences in the advancing years ²² .

Skills required for Effective Nurse Leadership:

The American Association of Critical Care Nurses, AACN, has researched the qualities of nurse leaders ¹⁷.It found out those nurse leaders:

· Listen to employee response

· Illustrate adaptability to solve problems

· Safely assign responsibilities to the members of the team to develop a healthy work environment

· Nurse leaders not only improve the work environment; strong leadership is catching and motivates peers to progress professionally and take on new leadership roles.

· Several studies have appraised the key features of nurse leaders. Effective nurse leadership involves using personal connections and knowledge to motivate staff and to improve patient outcomes. The primary skills essential for effective leadership in nursing encompass valuing others, team building, and conflict resolution ¹⁷.

Valuing others:

Valuing others is an important ingredient of leadership in nursing. Members of the team are required to get the impression of being valued so as to be completely involved in team activities. Nurse leaders exhibit that they value others by carefully listening to responses and being humble and polite about diverse cultures, beliefs, and viewpoints.

Team Building:

Triumphant team building keeps stressful conditions controllable. When nurses work together, both patient end result and staff satisfaction are upgraded. Nonetheless, a work climate without a powerful team leaves nurses ineligible and unassisted for patient care. Nurse leaders investigate the entanglements of the varying healthcare to intensify the individual strengths of the team and inspire staff to reinforce each other and complete the task as a team.

Conflict Resolution:

Conflict is inescapable in all sectors. Conflict resolution is pivotal to nursing leadership because nurse leaders must struggle with assorted schools of thought regarding the care of patients besides the interpersonal disputes that prevail in all sectors. Nurse leaders have a large share of liability to resolve conflicts in order to magnify collaboration, strengthen efficiency, and enlarge satisfaction of the patient. Nurse leaders would not be able to create a conducive team environment which is foundational to enhancing patient care, without powerful conflict resolution skills. Having a symmetrical health care team eventually places patient safety and patient satisfaction on the top.

Nurse leadership competencies:

The acquisition of Nursing leadership Institute Competency Model (2003) ²³ is essential for effective leadership that includes all aspects of nursing leadership (Finkelman and Kenner, 2012) ²⁴.Personal mastery encompasses effective reflection, self-confidence, commitment, and proactive conflict resolution; interpersonal effectiveness incorporates leaders building an productive relationship with supporters, uniting and communicating productively and governing conflicts, financial management incorporates worthwhile management of budget, controlling costs, staff budgeting, and non-staff budgeting to manage patient needs, and preparing and presenting financial documents. Human resource management encompasses working as a team to the recruitment of uncommon staff for successful performance, caring incorporates patient care, staff and self, and implementing emotional intelligence to meet their basic needs. System thinking encompasses organizing new initiatives by being energetic in implementation (Clark 2009, Finkelman and Kenner, 2012)²⁵.

Fig 3: Nursing Leadership Competency Model

Source: Nursing Leadership Institute Competency Model (2003)

According to Bish et al. 2013 ²⁶, proficiency in leadership is connected with the skills in nursing practice; nonetheless, it also comprises distinct personal qualities that are inbuilt and evidence have been obtained from research that the nature of traits approach to leadership is powerful.

Evidences on leadership styles and its influence in nursing:

Table 1: Leadership Styles Utilized and Its Effect on Nursing Care by Various Authors (Perez-Gonzalez S, 2024) ³³

Author/ year	Studies	Findings of the study
Abdelhafiz et al., 2016	Exploration of nurse leaders leadership styles that affect job satisfaction of nurses	Transformational leadership style improves nurses job satisfaction and leads to higher nurse retention
Bikmoradi et al., 2018	370 nurse managers from hospitals of Hamadan University of Medical Sciences were surveyed	The emotional intelligence had a significant positive correlation with a people-oriented leadership style.
Ebrahimzade et al., 2015	207 nurses in the hospital self-reported burnout and multifactor leadership questionnaire	This study highlighted the role of transformational leadership in improving nursing management and reducing burnout among nurses
Goh et al., 2018	Nurses of an acute hospital in Singapore answered various leadership and commitment questionnaires	Nurses observed nurse leaders who displayed transformational and transactional behaviors, with decreased laissez-faire behavior
Kelly et al., 2014	Survey of 512 hospital managers to assess attributes of leadership	Formal training influenced one element of transformational leadership
Khan et al., 2018	Survey during Magnet conference, with full-time nurses (above six months of experience)	Moderate correlation between transformational leadership of nurse managers and structural empowerment of staff.
Kodama et al., 2016	Assessment of leadership styles of nurse managers and related factors of engagement	Intellectual stimulation from transformational leadership can retain staff by increasing affective engagement
Lappalainen et al., 2020	Finnish nurses responded to questionnaires encompassing transformational leadership scale and medication safety Scale	Demonstrated a significant relationship between nurse managers’ transformational leadership and medication safety
Manning, 2017	441 nurses in the USA using engagement and leadership questionnaires were surveyed	Depicted that transactional and transformational leadership positively influenced engagement.
Pishgooie et al., 2019	Surveyed 1,617 nurses from government hospitals, Iran	Revealed that transformational and transactional leadership styles can decrease job-related stress
Qtait, 2023	Examined the impact of head nurses leadership styles on performance of nurses	Results revealed that transformational and democratic leadership styles had a positive impact on nurse performance
Smama’h et al., 2023	Investigated the relationship between the leadership styles of nurse managers, motivation, and intentions of nurses to change, Jordan	Demonstrated that the supportive leadership style scored the highest.

Table 2: Leadership styles and Their Correlation with Job Satisfaction by Several Authors (Specchia ML, 2021) ³⁴

Leadership Styles	Positive Correlation	No Correlation	Negative Correlation
Transformational	Abdelhafiz (2016) Alshahrani(2016) Abualrub(2012) Bormann(2011) Despres(2011) Medley(1995) Morsiani(2017) Nebiat(2013) Wang(2012)	-	-
Transactional	Abdelhafiz (2016) Alshahrani (2016) Morsiani (2017) Nebiat (2013)	Bormann (2011) Despres (2011) Medley(1995)	Abualrub (2012)
Laissez-faire	-	-	Abdelhafiz (2016) Morsiani (2017) Nebiat (2013)
Passive-avoidant	-	-	Abdelhafiz (2016) Bormann (2011) Despres (2011)
Authentic	Wong ( 2013)	-	-
Resonant	Bawafaa(2015)	-	-
Servant	Mitterer (2017)	-	-

Constructing interpersonal relationships between nurses and the interprofessional team is highly significant in fostering proficiency in nursing. It is necessary that nurse leaders have a virtuous relationship with the team in order to encourage, energize, cooperate, harmonize, and assign successfully. Additionally, Pencheon et al. 2008, and Eneh et al. 2012 ²⁷, fortified that nurse leaders make stronger nurses, establish a conducive work surroundings and ensure job satisfaction of the nurses by creating a powerful rapport and exercising untiring attempts towards escalated achievement.

Furthermore, Supamanee et al. 2011²⁸ assert that establishing “collaborative and team building skills” has been granted huge significance in ascertaining proficiency within nurse leaders. This attribute has been considered as the current trend in the 21^st century. Kelly and Tazbir²⁹ appraised the transformational leadership in nursing to be profusely worthy.As a result, nurse leaders are motivated to adhere to transformational leadership to ascertain progress in their practice.

Nevertheless, Doody and Doody³⁰ stated that emotional intelligence has been viewed asone moreavenue to accomplish transformation. Kelly³¹, considered emotional intelligence as an element of leadership defined as the “capacity for recognizing your own feelings and those of others, for motivating yourself, and for managing emotions well in yourself and in your relationships”.

In addition to this, Moss³², and Kelly and Tazbir, detailed that nurse leaders who are emotionally intelligent are capable of speaking constructively and imparting prospects, resolving conflicts and motivating the team members to translate their dreams into actuality.

Attributes associated with leadership: study findings:

A descriptive and cross-sectional study on nursing leadership was carried out at Craiova³⁶. The study comprised 166 medical staff. One of the findings was the response on attributes to be a leader. It is depicted in the graph below (Fig.4).

Fig 4: Attributes of a Leader

Another cross-sectional study was conducted among 296 registered nurses³⁷. The purpose of the study was to survey the attributes and skills of clinical leadership. The below table shows three “Most” and three “least” important attributes associated with clinical leadership identified from the self-reports.

Table 4: The Three “Most” and “Least” Important Attributes of Clinical Leadership

S.No	Most important attributes	%	Least important attributes	%
1	Consider relationship valuable	90.2	Is consistent	19.5
2	Flexible	90.2	Has management experience	19.3
3	Is caring/ compassionate	88.9	Is a coach	19.3

Leadership in Research:

Nurse leaders should diligently be engaged in their role, which should not be limited to the implementation of care but should also incorporate research findings in their practice and induct the same in policymaking as well. This act would facilitate nurse leaders moving ahead with their leadership to great heights at the national level and in the local zones by establishing policies based on evidence, cutting down inequalities of health and price, and improving patient care. Nurse leaders must retain these changes by incorporating updated research evidence into the practice of the profession and into nursing education and vice versa³⁸.

Developing leadership within:

The idiom self- leadership emanated from organizational publications. Manz (1986)³⁹ defined it as a “comprehensive self-influence perspective that concerns leading oneself toward performance of naturally motivating tasks as well as managing oneself to do work that must be done but is not naturally motivating”. This was constructed on three theories; they are self- control, self- determination and social cognitive theory. Building self-leadership necessitates a structured process focused on fostering self- activation, introspection, and intrinsic motivation. It is not limited to theoretical understanding; in order to be honestly effective, it must be interlaced into day-to-day nursing practice. The benefits go farther than personal development, with amplified self-awareness; nurse leaders are acquainted at reaching poised decisions even under pressure. It promotes precision and empathy that can foster communication skills important for delivering ideas and resolving conflicts⁴⁰.

CONCLUSION:

There is no doubt that there is a leadership role wherever nursing is practiced. The types of leadership utilized by the nurses are successful with factors like job satisfaction and quality of care. The efficacious application of leadership roles has an impact on the workforce to accomplish common culture in the health care environment. It is also viewed as an approach that permits the leader to influence the followers and vice versa. Leadership building and progress of subsequent leaders are crucial for our nursing profession. Nurses require leadership skills and default leader traits to have an impact on policy making and alterations in their work atmosphere. An organization can be much better in terms of management provided there are responsible nurse leaders. It turns down the attrition of the staff and captures more contentment for the nurses.

CONFLICT OF INTEREST:

None.

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Received on 27.09.2025 Revised on 20.10.2025

Accepted on 10.11.2025 Published on 23.02.2026

Available online from February 28, 2026

Int. J. of Advances in Nursing Management. 2026;14(1):56-62.

DOI: 10.52711/2454-2652.2026.00012

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. Creative Commons License.

Age group	Visionary leadership style	Coaching leadership style	Affiliate leadership style	Demonstrate leadership style	Commanding leadership style	Isolating leadership style
32-45	Very important 72.7%	-	-	Very important 60%	-	-
46-50	-	-	-	-	Rather important 72.7%	-
51-55	-	-	Important 62.5%	-	-	Rather little important 59.3%
56-65	-	Very important 69.7%	-	-	-	-
Continuum of knowledge and skills sufficiency	Not quite sufficient 64%	Rather sufficient 64.8%	Rather sufficient 66.7%	Rather sufficient 54.2%	Rather sufficient 61.2%	Sufficient 68.5%