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ortant moral imperative to ensure that our healthcare organizations are led by individuals and teams who display relational skills, concern for their employees as persons, and who can work collaboratively to achieve a preferred future for themselves, their employees, their patients and their organisation. As healthcare faces a looming shortage of leaders, nurses and all healthcare professionals, implementing strategies to ensure effective leadership is paramount. By developing and promoting viable nursing leadership for the future, organizations can achieve the goal of providing quality care for healthcare consumers. These findings suggest that by investing energy into relationships with nurses, relational leaders positively affect the health and well-being of their nurses, and, ultimately, the outcomes for patients.

The leaders of an organization should recognize that a variety of leadership styles is necessary to deal with varied contingencies that arise within the organization. Organizational leaders should know the strengths and weaknesses of different styles and develop ways to match the styles with the appropriate situation. Particularly within health care organizations, which are faced with seemingly constant change, the leaders at the top should cultivate different styles among the leaders below them. Subordinate leaders and managers should be encouraged to develop and refine their individual styles. One way to accomplish this goal is by allowing them to take on a variety of responsibilities and positions within the organization (Arnetz, 2001).
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