This research holds the purpose of focusing on the insufficient attention given to transformational leadership and its use in healthcare for improved quality outcomes. This study utilized a quantitative, exploratory design approach. This study sought to determine if a difference exists in responses between nursing leaders in the magnet and non-magnet hospital facilities. Based on the theoretical framework that transformational leadership results in improved organizational outcomes and that magnetism, and the use of the constructs of transformational leadership will provide hospital organizations with more satisfied nursing staff, less adverse patient events, and greater patient outcomes this study considers statistically significant differences in scores of transformational leadership traits of nursing leaders of the magnet over the non-magnet hospitals. Utilizing the multi-leadership factor five questionnaire (MLQ 5X), as a measurement tool, the quantitative study sampled nursing leaders in magnet and non-magnet facilities in two Northeastern Phoenix hospitals to determine perceived leadership styles per transformational constructs. A Mann- Whitney U-test statistical analysis of the difference among the groups revealed statistical significance for the constructs of Idealized Influence (attributed), p = .029, Idealized Influence (behavior), p = 0.20, Extra Effort, p = .018, and Satisfaction, p = .001. The conclusions from this study are that transformational leadership does have a potential difference within quality outcomes in magnet facilities and therefore the argument can be made that obtaining magnet status in a hospital organization can improve quality organizational outcomes.