2.50
Hdl Handle:
http://hdl.handle.net/10755/162769
Type:
Presentation
Title:
The Experience of Courage Development in Transformational Leaders
Abstract:
The Experience of Courage Development in Transformational Leaders
Conference Sponsor:Emergency Nurses Association
Conference Year:2000
Author:Aprigliano, Teresa, RN, MSN
P.I. Institution Name:Malloy College
Contact Address:1000 Hempstead Avenue, Rockville Centre, NY, 11751, USA
Purpose: Today's organizational environment necessitates a leader who is capable of challenging the status quo, developing intricate professional networks, and working within complex and changing conditions. Nurse leaders need to be comfortable with increasing uncertainty, ambiguity, and change. TodayÆs highly charged atmosphere requires the leadership talents of nurses who influence others from a foundational base of core values. Given this assertion, transformational leadership offers the basis for a leadership paradigm built on moral and ethical underpinnings.

Transformational leadership requires highly personal characteristics. The one attribute, historically, deemed most essential to successful transformational leadership is courage, yet this quality is seldom talked about. The purpose of this study is to understand and describe the development of courage in transformational leaders. By understanding the process, perhaps courage can be developed in the next generation of nurse leaders and those in current leadership positions can begin the journey of courage development.

Design: A qualitative, phenomenological study was conducted to gain a rich and in-depth understanding of how courage is developed.

Setting and Sample: Four transformational leaders, from a variety of professional backgrounds were interviewed about a pre-identified time when they displayed courage. Three participants were interviewed in their offices and one was interviewed in her home. Participants were identified via key informants; transformational status was verified by me based on the definition of transformational leadership put forth by James MacGregor Burns. I also verified courage status through a working definition put forth by Badaracco and Ellsworth.

Methodology: A semi-structured interview was audio-taped and verbatim transcripts comprised the raw data. Each participant was interviewed until he/she determined that all information about the situation had been discussed. Husserl's theory of phenomenology provided the theoretical framework. Data analysis was conducted according to Colaizzi's method of qualitative, philosophical analysis. Validity was attained by verification of patterns and themes by a doctorally prepared nurse. In addition, description of the phenomena was returned to the participants for validation.

Results: Four theme clusters emerged which begin to uncover the experience of courage development. Data indicates that courage development occurs at the intersection of foundational absolutes, the self, life experiences, and contemplative actions.

Conclusions: The findings of this study offer insight into the leadership attribute of courage. The findings suggest approaches that can be utilized by educators, healthcare organizations, and nursing leaders to promote courage in others and themselves. [Leadership Challenge - Research Poster Presentation]
Repository Posting Date:
27-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Emergency Nurses Association

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleThe Experience of Courage Development in Transformational Leadersen_GB
dc.identifier.urihttp://hdl.handle.net/10755/162769-
dc.description.abstract<table><tr><td colspan="2" class="item-title">The Experience of Courage Development in Transformational Leaders</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Emergency Nurses Association</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2000</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Aprigliano, Teresa, RN, MSN</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">Malloy College</td></tr><tr class="item-address"><td class="label">Contact Address:</td><td class="value">1000 Hempstead Avenue, Rockville Centre, NY, 11751, USA</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">actrn@aol.com</td></tr><tr><td colspan="2" class="item-abstract">Purpose: Today's organizational environment necessitates a leader who is capable of challenging the status quo, developing intricate professional networks, and working within complex and changing conditions. Nurse leaders need to be comfortable with increasing uncertainty, ambiguity, and change. Today&AElig;s highly charged atmosphere requires the leadership talents of nurses who influence others from a foundational base of core values. Given this assertion, transformational leadership offers the basis for a leadership paradigm built on moral and ethical underpinnings.<br/><br/>Transformational leadership requires highly personal characteristics. The one attribute, historically, deemed most essential to successful transformational leadership is courage, yet this quality is seldom talked about. The purpose of this study is to understand and describe the development of courage in transformational leaders. By understanding the process, perhaps courage can be developed in the next generation of nurse leaders and those in current leadership positions can begin the journey of courage development.<br/><br/>Design: A qualitative, phenomenological study was conducted to gain a rich and in-depth understanding of how courage is developed.<br/><br/>Setting and Sample: Four transformational leaders, from a variety of professional backgrounds were interviewed about a pre-identified time when they displayed courage. Three participants were interviewed in their offices and one was interviewed in her home. Participants were identified via key informants; transformational status was verified by me based on the definition of transformational leadership put forth by James MacGregor Burns. I also verified courage status through a working definition put forth by Badaracco and Ellsworth.<br/><br/>Methodology: A semi-structured interview was audio-taped and verbatim transcripts comprised the raw data. Each participant was interviewed until he/she determined that all information about the situation had been discussed. Husserl's theory of phenomenology provided the theoretical framework. Data analysis was conducted according to Colaizzi's method of qualitative, philosophical analysis. Validity was attained by verification of patterns and themes by a doctorally prepared nurse. In addition, description of the phenomena was returned to the participants for validation.<br/><br/>Results: Four theme clusters emerged which begin to uncover the experience of courage development. Data indicates that courage development occurs at the intersection of foundational absolutes, the self, life experiences, and contemplative actions.<br/><br/>Conclusions: The findings of this study offer insight into the leadership attribute of courage. The findings suggest approaches that can be utilized by educators, healthcare organizations, and nursing leaders to promote courage in others and themselves. [Leadership Challenge - Research Poster Presentation]</td></tr></table>en_GB
dc.date.available2011-10-27T10:33:50Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-27T10:33:50Z-
dc.description.sponsorshipEmergency Nurses Associationen_GB
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