An experienced clinical team is discussing a proposed improvement to patient care. Its members understand the work, recognise the problems and have ideas about what should change. Their leader could provide detailed instructions, but doing so might prevent the team from contributing the very expertise the discussion requires.
Now imagine an urgent situation involving an immediate patient safety concern. Lengthy consultation could delay an essential decision, making clear direction and decisive action the more appropriate response.
Both situations require leadership, yet they demand different behaviours. The ability to recognise that difference sits at the centre of Leadership Transposivism, a theory developed by nurse leader and author Chrissla Anne Davis.
Her work questions a familiar assumption in professional development: that great leaders discover their natural leadership style, refine it and remain faithful to it throughout their careers.
