Nursing has a history of poor workplace contexts in which the focus has been on performing and completing tasks, rather than engaging fully with patients. Further, nursing practice is increasingly driven by bureaucratic demands and service requirements, which can result in neglect of the workplace needs of staff.

This article describes how a nurse unit manager changed a poor working environment in one surgical unit by using transformational leadership techniques to address procedural employment practices and poor team relationships. With support from nurse educators in the nursing practice development unit, clinical staff engaged in a series of activities that improved their work relationships, as well as professional and clinical development.