Nice Girls And Transformational Leadership Theory

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Nice Girls and Transformational Leadership Overlooking the importance of mentors, limiting possibilities, refusing high-profile assignments, ignoring the importance of network relationships, failing to define one’s brand, and not soliciting enough feedback— these are some of the many mistakes Dr. Lois P. Frankel (2014) warns against in her latest revision of Nice Girls Still Don’t Get the Corner Office (Nice Girls). These mistakes also represent actions that may hinder a nursing manager, especially a woman, from becoming a transformational leader. This paper will examine Frankel’s approach to women in the workplace and how it relates to transformational leadership theory, touching on the theory’s background and major concepts, functions in nursing practice, applicability to personal practice, and its effects on personal growth.
Background and Concepts Though not directly referenced in Nice Girls, many of Frankel’s concepts exemplify qualities cited in transformational leadership theory. James McGregor Burns introduced the theory of transforming leadership in his 1978 book Leadership as a style of management in which leaders and followers inspire each other to higher levels of motivation and empowerment. Transforming leaders tend to appeal to their subordinates’ internal catalysts and encourage them through personal achievement. Burns contrasts transforming leaders who create significant changes in the lives and work styles of their followers, with transactional managers

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