An Example of Transformational Leadership

Transformational leadership consists of four components, being charisma or idealized influence, inspiration and vision, intellectual stimulation and individual consideration (Marshall, 2011). All of these components are of equal importance when employing transformational leadership, but the component that I find most personally applicable is charisma or idealized influence. As a student nurse, my surroundings are always changing, one moment I am on the labor and delivery unit with a group of peers and the next week I am with a totally different group of peers in a mental health facility. Being surrounded by an ever-changing group with ever changing goals and objectives I feel as though it is a challenge to emerge as a leader. It is my personal belief that in order to become a leader, some sort of personal connection must be forged, and this can be difficult with a revolving schedule. Conversely, it is also my opinion that despite how well one knows the people that they are surrounded by, if one knows themselves and their beliefs and values, their charisma will be evident. Being charismatic is about being a role model and inspiring others to follow based on the personal qualities that one exemplifies (Marshall, 2011). A charismatic leader knows who they are and where they are going and does everything with a

A Transformational Leader is a person who assesses a country, or organization/company, and recognizes the need for a change in the entity and is able to envision what this change should be. The transformational leader not only envisions the necessary change but has the required personality and strength of character that will enable them to influence others to buy into their vision and make it their own, and hence be willing to follow the leader in the quest to bring about the vision.

This essay aims to look at the authors role (a third year student nurse on an elderly ward) in regards to a decision making scenario in which an eighty six year old lady is severely unwell and the decision to support discharge home for end of life care needs to be made.

As I take a moment to reflect on my time here, I have learned that I have traits of a Transformational Leader but that I also have room for improvement. I have highlighted areas in where I felt I needed the most improvement to become the Transformational Leader that I aspire to be. For the next three to five years, I plan to implement these changes to improve the way that I utilize the Elements of Adaptability, The Who, Stakes and Situation, Impact on Work Center Climate, and Ethical Behavior concepts. Understanding and effectively implementing these changes will make me a better leader for my subordinates, peers, and supervisors.

In order to develop strong leaders throughout the nursing industry, one must encompass various traits from all types of leadership theories. Of the many different theories, transformational leadership has a heavy impact in creating a strong and successful leader. Strengths Finder 2.0 guides individuals into focusing on developing themselves through their strengths instead of trying to fix their weaknesses. In doing so, individuals are able to develop natural talents in a way that creates a higher achieving workplace. This paper will explore the use of applying transformational leadership focused on developing strengths and how it can be applied to nursing as an industry, in personal practice,

As healthcare modification conveys intricate changes to the healthcare structure, IOM report of future of nursing has made firm suggestions for nurses in readiness for these progressions. Made effective by the campaign for action, these proposals incorporate nurses progressing in their vocation to take new positions, accountabilities, and leadership roles in a reformed healthcare framework. PPACA (Patient Protection and Affordable Care Act of 2010) procurements bolster nurses with education loans, association programs, instructive awards, nurse retaining programs, increments in nurse’s pay, funds for patient centered outcomes, and so on (Stokowski & Rowe, 2010). PPACA addressed four evolving care delivery models in specific; those are the Accountable care organization, Continuum of care, the nurse-managed health center, and the medical or health home (ANA, 2010). Each

Leadership is a process. The leader uses influence to inspire others toward a common goal. There are different types of leadership such as autocratic, democratic, and laissez-faire. One leadership theory is transformational leadership. A transformational leader is defined as “a leader who is committed to a vision that empowers others” (Kelly, 2012). A transactional leader is focused on day to day operations and is more task oriented. I will explore what it takes to become a transformational leader and what part they play at the organizational level. I will discuss an ethical issue, which my nurse manager assisted me with as a new registered nurse. I will research the concept of power in relation to nursing leadership. There are certain attributes a transformational leader exhibits and are required to have in order to be a successful leader. A transformational leader has many skills and attributes. They are developed through mentorship and mastered by experience. A transformational leader creates a work environment that empowers others to advance their skills and abilities. This empowerment leads to a successful and highly functioning team, that works toward a common goal for the patients, families, co-workers, and organization as a whole. To be an effective leader it is important to balance both transactional and transformational leadership styles.

Post by Day 3 your explanation of the strengths and weaknesses of the dyadic relationship in LMX Theory. Explain the impact these strengths and weaknesses might have on leadership. Compare LMX Theory to Transformational Leadership. Explain the relationship between the characteristics of LMX Theory and Transformational Leadership. Provide an example from your experience or one from the Learning Resources that supports your response.

A transformational leadership style along with good communication skills can be used to manage the multiples issues Hartland Memorial faces. “Transformational leadership involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders, and reward learners” (Hellriegal & Slocum, 2009, p. 301). Elizabeth and her associates should have the necessary qualities of a transformational leader; integrity, accountability, and motivation, so the staff can identify with them. The nurse manager could give nurses opportunities to demonstrate and experience leadership in their profession on a regular basis. Effective leadership is critical in delivering high quality care; equally

Paediatric and child health nurses (registered nurse) have an advanced level of knowledge, training and skills that enable them to work in close coordination with children and families (Competencies for the Specialist Paediatric and Child Health Nurse 2006, p. 7). Child health nurses provide community based care and support to families (All about community health child nurses 2014). In contrast, a paediatric nurse may provide more specialised care, for example in an emergency department or neonatal intensive care unit. Registered nurses have a similar philosophy in the way they provide care and perform their work (Australian Confederation of Paediatric & Child Health Nurses 2006, p.7). For the purpose of this essay I will consider the two as

Being a registered nurse affords one the option of working in many diverse healthcare settings. In any practice setting the climate of health care change is evident. There are diverse entities involved in the implementation and recommendation of these practice changes. These are led by the Robert Wood Johnson Foundation (RWJF), the Institute of Medicine (IOM), nursing campaign for action initiatives, as well as individual state-based action coalitions. Nurses need to be prepared and cognizant of the transformations occurring in health care settings as well as the plans that put them at the forefront of the future.

In their article, transformational leadership: a quasi-experimental study, Arthur and Hardy (2014) reported that the purpose of their article was to examine the effectiveness of transformational leadership intervention through a field-based quasi-experimental study. The authors examined the follower perceptions of their leader’s behavior and group cohesion, along with training outcomes data were used to evaluate the effectiveness of the intervention. The study was conducted in an Infantry recruit training facility in the UK. The training provided for the Infantry recruit involves the conversion the recruit’s beliefs, attitudes, values, as well as developing their physical fitness and skills.

Transformational leadership. Burns (1978) is recognized as one of the earliest theorist on transformational leadership, who introduced transformational leadership over 30 years ago. Transformational leaders are perceived as leaders who uplift their employee morale, subsequently uplifting the entire organizational. Transformational leaders are known by their capacity to inspire followers to forgo self-interests in achieving superior results for the organization (Clawson, 2006). Avolio and Yammarino (2002) shared Bass’s explanation of transformational leadership as leaders who act as agents of change that stimulate, and transform followers’ attitudes, beliefs, and motivate from lower to higher level of arousal.

This paper summarizes the article written by Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Johnathan Post, and Gaynor Cheokas regarding the need for a new type of leadership in today’s social work environment, defined as Transformative leadership. The article itself varies in the definition, however in a broad sense Transformative leadership is maintaining good moral standing and sound business ethics among employees and individuals inside and outside the workplace. However, in order to reach this theoretical level of business related moral and ethical leadership known as

Being able to lead a group or someone is a very powerful action. Being a leader in general is very powerful. Leadership is an art that is painted, sculpted, and displayed in all sorts of ways. There are many different styles of leadership that correspond with different tasks. From transformational leadership to laissez-faire leadership, there are various styles throughout the continuum. A transformational leader is one of the best, more successful leadership style. When going down the continuum, the leadership styles only become less effective. Everyone also falls in distinctive categories when it comes to leading others. The leadership style that is displayed depends on the person leading and those who are being led along with the task.