Transformational Nursing Leadership INTRODUCTION 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.
As leadership is ability to influence, motivate, and enable others to contribute towards the effectiveness and success of the organizations of which they are members. Leaders use influence to motivate followers and arrange the work environment so they do the job more effectively. To start with transformational leader, transformational leadership
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.
Transformational The transformational style of leadership focuses on the team’s performance as a whole, it encourages everyone to think of the group as a whole and rather not just themselves. Transformational leaders aim to make their team members better people by encouraging their self-awareness, it’s all about moving forward in a team and not just several individuals in one group. An example of transformational leadership would be within the army where as a team you all have to move forward and stick together in a group
I believe every student can succeed to be college and career ready and become a responsible citizen. This belief and the opportunity of crafting and leading a shared vision to educate the students for the 21st century are the key factors that motivate me to serve as a school leader. Furthermore, the belief that we must set the bar high for each and every one of our students, and the belief that all students can achieve great things, and that educators must make the effort to equip every students for great success have been the driving force for me as an educational leader. With the unveiling of Hawaii’s blueprint for Every Student Succeeds Act, I am even more energized to be part of the education reform that empowers schools, educators, students, and the community to prepare the students for 21st century. As a school leader, I
Transformational Leadership Theory as a Guide. My leadership philosophy closely mirrors the transformational approach to leadership. Like the transformational theory suggests, I believe that true leadership inspires the team to rise above its individual components in order to reach a shared goal (Huber, 2014). Some of the individual components are areas that I have personal strength in such as: desire to learn and ability to get the job done (Rath & Conchie, 2008). Additionally, some of the components are the ability to influence and connect with others; strengths that I do not possess (Rath & Conchie, 2008). Recognition of my own personal strengths and weaknesses led me to a democratic philosophy of leadership because I realized that one
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
Throughout the world today, there is a large problem with the abuse and “War on Drugs” when it comes to narcotics in the community. Operative Leaders throughout the world have been diligently working to help resolve this problem, while still caring for patients in a professional and pain free manner.
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.
Executive Summary of “Transformative Leadership: Achieving Unparalleled Excellence” For , MGT 3110 February 6, 2015 Abstract 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
Transformational Leadership: Transformational leadership is a leadership style where follower goes after a leader because of qualities like trust and sincerity. The stronger these are, the greater support they have for the leader. Because of these qualities of the transformational leader, followers are willing to work harder than originally expected. This transformation occurs because the transformational leader offers followers something more than just working for personal gain, and provide inspiring vision to the followers and give the meaning to the assigned work.
There is a plethora of information available on transformational leadership style and its impact on organisation performance. Many scholars have written about the success of transformational leadership style however, in healthcare system the concept of transformational leadership is yet to be explored more. According to (Dignam, Duffield, Stasa, Gray, Jackson, & Daly 2012) transformational leadership is an approach by which individuals and social systems are changed. The main objective of this leadership style is to introduce a positive change in the followers and later changed them into leaders. Wylie and Gallagher (2009) argue that transformational leadership encourage a culture of emotional linking between leaders and followers to enhance the efficiency and productivity.
A R T I C L E I N F O A B S T R A C T Keywords: Market competition Transformational leadership Similarly, Boerner et al. (2007) found that the organizational behaviour of subordinates had some inﬂuence on the relationship between transformational leadership and performance. However, subordinates’ ability to communicate task-oriented behaviour inﬂuences the relationship between transformational leadership and improvements in job processes. Davidson (2003), Wilkins et al. (2007) and Zetie et al. (1994) argue that motivated employees are more likely to deliver superior quality products and customer services. Hinkin and Tracey (1994) and Tracey and Hinkin (1996) highlight that, despite the intense market competition, senior managers in hotels have traditionally shown a tendency to practice a transactional leadership. Bass (1985) describes transactional
Introduction Sir Richard Charles Nicholas Branson, an English businessman and investor, is best known as the founder of Virgin Group. Branson is a high school dropout turned billionaire. The Virgin brand really started to take off in the 1980’s when he started Virgin Atlantic, which then grew to Virgin Records. Forbes
“Transformational Leadership: The New Leadership Paradigm” Boosting morale, increasing motivation, and elevating job performance of followers are all dynamics of a transformational leader. Transformational leadership can be defined as a leader’s approach to nurture and empower followers. This type of a leader exhibits charismatic and visionary tendencies. As its name suggests, a transformational leader transforms and changes people. The emergence of transformational leadership as an approach to leadership in regards to political leaders was presented by James MacGregor Burns, a political sociologist. One of his primary focuses was to link the roles of leadership and followers. Later, Bernard M. Bass, another researcher expanded the work of Bass’ original ideas by explaining certain psychological mechanisms regarding transactional and transformational leadership as well as how transformational leadership can be measured (Northouse, 2013). He also developed the earlier version of the Multi-factor Leadership Questionnaire (MLQ) to measure transformational leadership through questions that measured the followers’ perceptions of a leader’s behavior for each of the full range of leadership factors.