Transformational leadership is characterized by:

A. Self-esteem:Self-esteem needs involve feelings of confidence, competence, and recognition. Concerns about personal safety do not reflect self-esteem needs, but rather focus on protection from harm.

B. Self-actualization:Self-actualization relates to achieving one’s full potential and personal growth. Fear of occupational exposure is not about personal growth but about physical security.

C. Love and belonging:Love and belonging needs involve relationships, social connections, and acceptance. Concerns about contracting a virus relate to physical safety rather than social needs.

D. Safety:Safety needs encompass protection from physical harm, health threats, and environmental dangers. The nurse’s concern about exposure to AIDS reflects a focus on personal safety, which is a fundamental level in Maslow’s hierarchy.

A. Involve patients in the discussion:Patients should never be involved in staff conflicts, as doing so breaches professionalism and may compromise patient trust and care quality. Conflict resolution should remain within the team.

B. Address the issue directly and mediate a solution:Effective nurse leaders confront conflict promptly, facilitating open communication and guiding the team toward a fair resolution. Mediation encourages understanding, restores teamwork, and maintains a positive work environment.

C. Ignore the problem and hope it resolves:Avoiding conflict allows tension to build, disrupts teamwork, and can negatively impact patient care. Proactive management helps prevent escalation and promotes a healthier workplace.

D. Choose a side and support one person:Taking sides increases division and resentment within the team. A leader must remain neutral, listen to all perspectives, and focus on resolving the issue fairly and collaboratively.