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Transformational leadership is based on five practices that promote “open communication, inspiration, enthusiasm, supporting positive change, and empowering others through shared decision-making” (Clavelle & Prado-Inzerillo, 2018, p. 39). These practices are defined in Table 0.1.

table 0.1 transformational leadership practices

practice	application
Modeling the way	Showing others by providing open communication and embodying enthusiasm for nursing excellence, thereby promoting trust, respect, and a sense of team. This can be achieved through: • Participation in daily rounding • Multidisciplinary debriefings for sentinel events in a timely manner • Consistent follow-up with staff regarding concerns • Transparency in positive and challenging situations
Encouraging the heart	Welcoming contributions and accomplishments from all employees, as well as key input in decision-making. This can be done through: • Rewarding staff (publicly or privately, depending on the individual’s needs) • Relating with staff on a personal level • Making connections with staff during positive and difficult times
Inspiring a shared vision	Co-creating a vision and then communicating that vision in a way that invokes excitement and enthusiasm Identifying any desired purposes and actions that will make a difference in the work environment or in patient care
Enabling others to act	Creating a sense of trust and empowerment by providing new opportunities and collaborative activities. This can be accomplished through: • Advocating for resources to accomplish goals on both the unit and the organizational level • Enabling mentorship and leadership development • Focusing on succession planning • Providing an open environment for employee input on implementation of new initiatives
Challenging the process	Using creative solutions to challenge the status quo. This can be achieved through: • Taking risks and experimenting with new ideas • Learning from mistakes to identify new opportunities for positive change • Working to influence organizational policy • Using data to make decisions and initiate organizational change

But nurse managers need transformational leadership support too. In a systematic review of nurse leader retention, support from a transformational leadership team was identified as an important factor in a nurse leader’s decision to stay in the role (Vitale, 2018). The Organization of Nurse Leaders in New Jersey (ONL NJ) was created to address lack of succession planning within organizations by focusing on providing meaningful mentorship opportunities.

The ONL NJ includes participation from more than 90% of New Jersey hospitals with a workforce of 116,000 nurses (clinical and academic; Vitale, 2018). The program has evolved over time and now includes:

• Pairing of mentorship teams

• A one-day educational session focused on mentorship and networking

• An evidence-based toolkit to provide guidance in a year-long mentor and mentee relationship (includes phases of the relationship, role exploration and definition, goal setting and assessments, and evaluation)

• Check-in points with mentorship committee members

As of 2018, a total of five cohorts of mentor/mentee pairings (over 100 nurses) have been through the program. A limited number of participants did not establish an effective mentoring relationship, but most report an increase in confidence and skill-building, and personal and professional growth.