This descriptive correlational study examined the relationship between power as knowing participation in change and transformational leadership in baccalaureate nursing students. Rogers’ (1992) Science of Unitary Human Beings (SUHB) was the conceptual basis for this study. Change is the concept that links power as knowing participation in change and transformational leadership within Rogers’ (1970) SUHB.  Rogers believes that human and environmental energy fields change continuously, Barrett’s (1983) theory of power describes power as knowing participation in change, and transformational leadership reflects change through a process involving both leaders and followers.  

     One hundred and thirty two generic nursing student volunteers, from 14 baccalaureate nursing programs, completed a booklet that included two research questionnaires.  Barrett’s (1985) Power as Knowing Participation in Change Tool, Version II (PKPCT) measured the four subscales of power: awareness, choices, freedom to act intentionally, and involvement in creating change. Bass and Avolio’s (1990) Multifactor Leadership Questionnaire (MLQ – 5x) measured the five subscales of transformational leadership: idealized influence (attributed), idealized influence (behavior), inspirational motivation, intellectual stimulation, and individual consideration.     Pearson’s correlation coefficient was used to determine the relationship between power as knowing participation in change and transformational leadership.  The correlation was moderately positive (r = .54) and statistically significant (p < .001).  A canonical correlation analysis was used to explore the relationships among the four subscales of power as knowing participation in change and the five subscales of transformational leadership. One significant canonical variate was identified with a canonical correlation of .57 (p < .001) accounting for 33 % of the variance explained.  The subscales contributing to this variate included awareness, freedom to act, idealized influence (attributed), and inspirational motivation. A new canonical variable, labeled Potential Powerful Leader was identified as a result of this study.