The author's role as a nurse consultant in a Mental Health Trust in the north of England is particularly interesting because of the peculiar position of the nurse consultant. One of the main components of the role is leadership, yet they are not operational managers so cannot draw on traditional positional power as a way of influencing people. This led the author to explore the concept of power and its implications for leadership. The paper is the result of this exploration: it reviews theories of power and how these can be applied to an understanding of leadership.
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