The Relationship Between Transformational Leadership And A Political Frame Within A Specific Historical Context

As Northouse (2015) explained, transformational leadership is a process that can change and transform the emotions, values, ethics, standard, and long term goals of the people. It also involves transforming followers to accomplish more than what is expected of them. The four factors that are closely associated with transformational leadership includes being an idealized influence or charisma leaders who act as strong role models, have a high standard of moral and ethical conduct, and deeply respected by his or her followers. A leader who can inspire and motivate their followers to be part of a shared vision of the organization. A leader who can also stimulate followers to become more creative and innovative, and provide the necessary coaches and advice to the followers (p.167).

This paper will focus on how effective Leadership can influence policy and change in the United States healthcare system. The implementation of new policy, program, and institutional change is often meant to improve the quality of the nation's ever-changing healthcare system. Several journal articles and texts have been selected particularly with a focus on leadership strategies to improve the quality of healthcare, and leadership’s ability to influence implemented changes to the system. The question proposed is; does leadership encourage and influence both public and private initiatives that measure health outcomes, and organize systems to improve health services when

As the newly appointed interim City Treasurer for the City of Norfolk, the rebuilding of the department would be a daunting but necessary task, which would entail: reclaiming of employee morale and the reestablishment of the public’s trust. The following outline provides proposals for the reorganization of the Office of the Treasurer; it also specifies intentions to further develop leadership, communication, accountability, transparency, and motivation. Altogether the organizational concepts will additionally demonstrate respect for the department’s organizational culture. Furthermore, as the interim City Treasurer, it would be necessary first to understand the outlined roles and duties of a City Treasurer. Furthermore, both formal and informal

Please, I am writing to clarify the third assignment please. If I choose to do the first part, which is the historical leadership transformative role, do I have to answer the sub questions relating to the “case question”? For example, why is the case important? Address the major ramifications for impacting change, which arise from your case, what “lessons learned” resonate for future leaders and managers? How might you have handled the situation differently?

For more than half of my career I have worked the off shift and have always felt that a greater presence of nursing leadership would be beneficial for the organization as well as the individual. I believe that the transformational leadership is the best model to bridge this gap since one of the key components of a transformational leader "is vision and the ability to communicate that vision to others so that it becomes a shared vision. This shared vision between the follower is translated as inspiring movement to achieve a common cause or a common goal for the organization" (McEwen & Wills, 2014, p. 363). When the night shift nurse is engaged in committees, education, and unit-based councils they feel “respected, valued and involved, have a higher morale, higher job satisfaction, and tend to stay in their jobs" (Claffey, 2006, p. 44).

Sullivan (2010) indicates that leaders empower, encourage, and support others in a shared effort to achieve goals or create change. Hence, as a early childhood educator our role has a great impact in achieving such goals. Indeed, a leader has desirable traits that inspires and motivates other to work towards a vision or goal. For the purpose of this paper, I will discuss my leadership style and explain how the style motivates and influences my environment and the importance to reflect on practice.

Transformational Leadership, is grounded on building relationships and motivating staff members through a shared vision and mission. Transformational leaders naturally have charisma to communicate vision, confidence to act in a way that inspires others, staff respect and loyalty from letting the team know they are important, and are masters at helping people do things they weren’t sure they could do by giving encouragement and praise.

Category six, "Think Win-Win", scored "very good" at 15 points. Credit is given where credit is due. If an employee has a great idea and it is brought up in a meeting, I will make sure to mention that employee by name so they get the credit for that idea. I care strongly about the success of others when it is deserved and earned. I cooperate with others and find a solution for conflicts that benefits everyone involved.

During the past three decades, transformational leadership has helped to transform the workforce. The need for this type of inspirational style was recognized and explored in an original work called Leadership by James Macgregor Burns (1978). Burns believed that transformational leadership was a collaborative process that served to raise the morals and motivations of everyone involved (Leadership, 1978, 19). This type of leader works to inspire others with a goal or plan for the future. According the Marquis and Huston (2015) one of the key aspects of this style is the ability to empower others

****Granted, every quality associated with transactional and transformational leadership may not easily serve the needs of the ethical public-sector leader. For example, risk-taking and commitment are elements of transformational leadership; however, Dobell (1989) argues that there are systemic reasons as to why public-sector leaders tend to avoid risk and sustain the status quo, and also that the attempts by public officials to satisfy various groups may be perceived as a lack of commitment and inconsistency. Nonetheless, other qualities such as honesty, optimism, fairness, inner direction, and the motivation of followers can add to the ethical climate of public-sector organizations. Thus, a public-sector leader who focuses on specific aspects of both

Public values like liberty, justice, equality, and happiness are “powerful causal forces” towards transformation and leadership. Leaders also hold values that demonstrate a vision and sets a public affirmation on what the leader will pursue. Setting out a universal declaration, sets out values of the goal that the people are working towards. These values, however, create a debate on choosing which has significance. Burns quotes Ronald Heifetz who states, “We cannot continue to have it both ways. We may like to use the word leadership as if it were value-free… so that we can describe far-ranging phenomena and people with consistency. Yet when we do so, we ignore the other half of ourselves that in the next breath speaks of leadership as something

First in the case study, the change in leadership is the largest issue for the Board residing over the Walton Arts Center. The past President was known for his leadership in the arts community both locally and nationally (Todd & White, 2002). President Mitchell was the first leader and was successful in creating the mission, vision, values along with goals for the WAC. The Center had rapid growth under Mitchell’s leadership. Mitchell was resigning to take a position in West Virginia. The Board hired a search firm to look for a new President. After a year of searching Anita Scism was named the new President of the Center. Anita was the number two under Mitchell. The leadership change was being challenged by the change in the art community near Fayetteville.

Transformational leadership is one of the most modern and popular advances to the ideas of leadership that has been given attention to much research since the early 1980s. Transformational leadership is part of the “New Leadership” paradigm (Northouse, 2013. p. 185). This idea gives more attention to the charismatic and affective elements of leadership (Northouse, 2013. p. 185). As the name suggests, transformational leadership is a method that changes and transforms people (Northouse, 2013. p. 185). It is concerned with emotions, values, ethics, standards, and long-term goals. It also includes assessing followers’ motives, satisfying their needs, and treating them as full human beings (Northouse, 2013. p. 185). Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them. It is a process that often incorporates charismatic and visionary influence (Northouse, 2013. p. 185). Current president, Barack Obama has become the demonstration of hope and change throughout the Western World. Although his time in the United States Senate has been brief, he has made an astounding change in the cultural attitudes and behaviors of developed western nations towards people of color and legislated one of the most progressive reforms in history, the Patient Protection and Affordable Care Act (Obama, 2008). President Obama has defined his rise to and term as President with a leadership style that can only be

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

Everyone views power differently within organizations. Political power permeates organizational life and depending your own outlook can be perceived in many different ways. It can also depend on where one is positioned within the organization as to how that power is perceived. Nelson and Quick described political skill as “the ability to get things done through favorable interpersonal relationships outside of formally prescribed organizational mechanism” (Nelson & Quick, 2013, p. 408). CTCA utilizes its political skills within a transformation leadership style. Per Daft (2015), transformational leaders have the ability to lead changes in an organizations’ vision, strategy, and culture as well as promote innovation in products and technologies” (p. 360).