Qian Yang

The horizontal growth of nursing education globally over recent decades has not been matched by a corresponding vertical breakthrough in professional autonomy. Nurses remain structurally subordinated within clinical governance, resource allocation, and institutional decision‐making. This discursive paper argues that this gap persists because three mutually reinforcing mechanisms remain intact: historically entrenched institutional path dependence, operational deficits in competency‐based evaluation frameworks, and persistent gaps in how leadership translates structural and educational reforms into clinical authority. Applying a historical institutionalist lens, we trace how early critical junctures locked nursing into a doctor‐led, nurse‐subordinate configuration that subsequent reforms have failed to disrupt. We then examine how the absence of structured entrustment‐supervision scales prevents competency standards from conferring genuine decision‐making power. Finally, we analyze how conceptual overlap among leadership constructs, and unaddressed measurement threats like social desirability bias, weaken the evidence base for leadership interventions. To resolve this, the paper contributes an integrated analytical framework proposing that institutional restructuring, educational framework enhancement, and leadership development must operate synergistically, not in isolation. This coordinated pathway offers a strategy for achieving sustainable nursing empowerment.