This research was developed to bridge the gap between theory and a normative approach to leadership by looking at how attuned leaders influence organizational outcomes. Attunement, in this research, informs the leader so he or she can develop the mission, vision, and values of the organization to influence clinical and financial outcomes. The attunement measure was developed from an engagement survey in 2015 and included three components: approachability, feedback, and assignments. These components were then tested against five quality and financial outcome measures in a healthcare setting (mortality, breastfeeding at discharge, antibiotic stewardship, cost per treatment, and practice growth) while taking into consideration seven covariates (number of hospitals per practice, level of care, patient census, gestation age, birth weight, major anomalies, and length of stay) that influence these outcomes. Regression analyses showed no statistically significant relationship between attuned leader components and the five quality and financial measures. Post hoc observation and analysis indicated that when the leader is attuned to issues specific to quality, it results in better quality outcomes. Another observation is that there is a stronger correlation between leader influence and cost per treatment when the leader shows approachability. Further research on the attuned leader framework is required to continue to educate scholar-practitioners about the phenomenon.