profileScarlett12 Field: Nursing Posted: A Day AgoDue: 19/09/2017Budget:  $8Report Issue Week 4: Transformational Nursing Leaders 3 3 unread replies. 3 3 replies. Review Appendix A, Sections I–V in Finkelman (2016). Select one of the sections and share how your chief nurse executive demonstrates expertise in these competencies.  Your comments should be about the “highest nursing leader” in your organization. Typically this is the leader who represents nurses and nursing to the governing board. In your own words, explain the differences between a transactional nursing leader and a transformational nursing leader. What one is more like your Nurse Executive? Describe how the Nurse Executive “leads the charge” for transformational leadership in an organization where you work or have done prelicensure clinical experiences. Search entries or author  Filter replies by unread Unread      Collapse replies  Expand replies  Subscribe Reply Reply to Main Discussion Collapse SubdiscussionDesirae Freeze Desirae Freeze Friday Sep 15 at 8:18pm Manage Discussion Entry You may begin posting to this discussion on: Sunday, September 17, 2017 Class, There are several sections in this appendix from which you can choose. Concentrate on one section and discuss competencies you see your Nurse Executive displaying. Keep in mind that they Nurse Executive the individual ultimately responsible for nursing and is at the top of your organization. This is not your director or nursing manager, but your Chief Nurse Executive. Thanks, Desirae Edit question’s body Purchase the answer to view it


Transformational nursing leadership is essential in the healthcare industry as it directly impacts the quality of patient care, staff satisfaction, and organizational outcomes. This discussion will focus on the competencies demonstrated by the chief nurse executive (CNE) in relation to Appendix A, Sections I-V in Finkelman’s (2016) book. Additionally, it will distinguish between transactional and transformational nursing leadership and identify which style is more aligned with the CNE’s approach. Lastly, this paper will describe how the Nurse Executive leads the charge for transformational leadership within the organization.

Competencies Demonstrated by the Chief Nurse Executive

Appendix A in Finkelman’s (2016) book provides valuable insights into the competencies required for nurse executives in a healthcare organization. It includes sections on technical skills, human resource management, financial skills, strategic management, and contemporary nursing practice. It is important to note that the CNE is responsible for representing nurses and nursing to the governing board, thus making them the highest nursing leader in the organization.

In terms of technical skills, the CNE must have a strong foundation in clinical expertise to effectively lead and make informed decisions. This includes a deep understanding of evidence-based practice, quality improvement initiatives, and the ability to integrate research findings into practice (Finkelman, 2016). The CNE must exemplify these competencies by staying current with advances in healthcare technology, promoting evidence-based practice, and ensuring staff are educated on best practices.

Human resource management is another area in which the CNE must demonstrate expertise. This involves effectively recruiting, hiring, and retaining qualified nursing staff, as well as fostering a positive work environment that promotes staff satisfaction and professional growth (Finkelman, 2016). The CNE should be actively involved in staff development programs, mentorship initiatives, and ensuring adequate staffing levels to meet patient care demands.

Financial skills are critical for nurse executives as they are responsible for managing budgetary resources and ensuring financial stability within the organization. Understanding healthcare finance, reimbursement models, and cost-containment strategies is essential to make informed decisions that align with organizational goals (Finkelman, 2016). The CNE must demonstrate expertise in financial management by actively participating in budget planning, monitoring expenses, and making strategic financial decisions.

Strategic management involves the CNE’s ability to effectively plan, set goals, and lead change initiatives within the organization. This includes developing and implementing strategic plans, aligning nursing priorities with organizational goals, and forging partnerships with key stakeholders (Finkelman, 2016). The CNE should demonstrate competencies in strategic management by actively engaging in strategic planning processes, promoting a shared vision among staff, and fostering collaboration with other departments.

Lastly, contemporary nursing practice refers to the CNE’s ability to stay current with the latest trends, research, and regulatory requirements in nursing. This includes promoting a culture of lifelong learning, encouraging staff to engage in professional development activities, and ensuring adherence to nursing standards and guidelines (Finkelman, 2016). The CNE should actively participate in professional organizations, attend conferences, and promote evidence-based practice to ensure the delivery of high-quality patient care.

Transactional vs. Transformational Nursing Leadership

Transactional nursing leadership is characterized by a focus on task completion, maintaining the status quo, and using rewards and punishments to motivate staff (Marquis & Huston, 2017). In this style, the leader emphasizes conformity and compliance with established policies and procedures. On the other hand, transformational nursing leadership focuses on inspiring and motivating staff to reach their full potential, fostering innovation and change, and promoting a shared vision and values (Marquis & Huston, 2017).

In relation to the CNE, it is likely that they exhibit more transformational leadership qualities. Transformational leaders empower and engage their teams, encourage creativity and critical thinking, and inspire a shared vision for nursing practice (Marquis & Huston, 2017). The CNE may be actively involved in promoting a culture of innovation, encouraging staff to take on leadership roles, and fostering a positive work environment where staff feel valued and supported.

Leads the Charge for Transformational Leadership

The Nurse Executive plays a pivotal role in leading the charge for transformational leadership within the organization. They set the tone for the organization by actively promoting and embodying transformational leadership qualities. This can be achieved through various strategies such as providing leadership development programs, fostering open communication channels, recognizing and rewarding innovative practices, and supporting staff to engage in research and evidence-based practice initiatives.

Additionally, the Nurse Executive can lead by example by actively participating in quality improvement initiatives, implementing innovative practices, and championing patient-centered care. By demonstrating their commitment to transformational leadership, the Nurse Executive inspires the entire nursing team to embrace change, continuously improve practice, and provide exceptional patient care.


In conclusion, the competencies demonstrated by the Chief Nurse Executive are essential for effective leadership in healthcare organizations. The skills related to technical expertise, human resource management, financial management, strategic management, and contemporary nursing practice are vital for the CNE to successfully represent nurses and nursing to the governing board and lead the organization towards excellence. Transformational leadership, characterized by inspiration, innovation, and a shared vision, is more aligned with the Nurse Executive’s approach. The Nurse Executive plays a critical role in leading the charge for transformational leadership by modeling the behaviors and qualities expected of the nursing team, fostering a culture of innovation, and supporting staff to engage in professional development and evidence-based practice initiatives.