Résumé
Relationships in healthcare teams are known to be at high risk of conflicts. Additionally, nurse’s organizations throughout the world are actively campaigning to increase the responsibility and acknowledgment of their profession. To help with these issues, Englishspeaking countries have developed the nurse leadership position, but France have not yet succeeded in implementing this new nurse skills. In this context, the purpose of this dissertation was to explore if nurse leadership helped the acknowledgment of nursing science in French hospital’s interprofessional healthcare teams. After bibliographic review of the main concepts of power, teamwork, leadership and acknowledgment applied to nursing work, qualitative research was performed with four interviews of hospital working nurses. The gathered data showed indeed that transformational nurse leadership helped their team to have better acknowledgment, more acceptable working conditions, improved selfesteem and thus access to work evolution opportunities. Yet, the impact of nurse formal hierarchy and medical informal hierarchy seems to be decisive in the process of nurse’s empowerment to the leadership position. Therefore, further research may be done to assess if self-organization in nursing team would help them to develop their leadership skills and consequently improve the hole healthcare team efficiency.