Transformational Leadership

Transformational leaders encourage group work, as they connect each follower’s identity and self to the project and collective identity of the corporation. They are role models for other staff and this inspires them and makes them

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.

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.

In order to be authentic the transformational leader needs to be an ethical moral agent. “A leader is praiseworthy as a moral agent if he or she possesses a developed conscience and acts in ways that are kind, charitable and altruistic rather than selfish or maleficent.” (wright.edu). The authentic leader tends to complete actions which are best for the followers. Leaders actions should be judged based on the ends sought, means used, and the consequences achieved.

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.

Leaders have played a pivotal role in every society throughout history. Today 's modern world is no exception to that fact. While there are many different styles of leadership, transformational leadership has become one of the most inspiring forms for leaders to embody. Along with changes in leadership style, the emergence of women as leaders in the workplace has brought about new forms of transformation. These changes have greatly impacted the professional climate of nursing. In order to fully examine these changes it is necessary to look at: the background of transformational leadership, how transformational leadership functions in nursing practice, the perceived boundaries for women as leaders, the application and effectiveness of female transformational leaders, and how women implementing transformational leadership can effect change of the term leader.

There are several leadership theories, a great one being transformational leadership. If a transformational leader was faced with changing the status quo, they would always find a resolution and lead those under them in the same directions (Changing Minds, 2016). A transformational leader may not have a detailed plan set in stone but he/she knows what direction to go in (Changing Minds, 2016). In order to gain followers, “the transformational leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling” (Changing Minds, 2016, para. 4).

Le Tourneau et al suggests that physicians in management have the advantage of a more holistic understanding the culture, the needs and challenges of healthcare and therefore being better equipped in representing the operational needs to a governing board (cited in Succi et al 1999). It is this understanding that equips clinicians to make a valuable contribution to the strategic planning of hospitals (Goldstein and Ward 2004). Having first-hand experience of the demands faced during service delivery, this enhances their credibility with both groups (Molinari et al, 2005; Goodall 2011) and therefore has the potential to facilitate a better relationship between medical staff and management (Succi et al). Referring to the leadership model by Bass and Avolio (1990, 1995,1997 cited by Xirasagar et al 2004), characteristics that contribute to these efficiencies, include both transformational and transactional behaviours. The ability to establishing positive relationships, is achieved through transactional behaviours, however remaining at this level of leadership would not be effective as true

In the video assignment Chief Innovation Officer John Kotter posits that "The problem today, is that most of the time, when we talk about either management or leadership we're really talking about management” kotter claims that most of the education that business college students receive doesnt not provide them with the tools to lead.However he acknowledges that the traits learned in college are necessary for the “managerial processes” which is a valuable skill but not sufficient to become a leader. In Management vs Leadership authors Warren and Burt say that transformational leadership is the most effective kind of leadership, because “transformative leadership achieves significant change that reflects the community of interest of both leaders

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

Nurse leaders play a vital role in constructing standards and leading organizational change. According to Ward (2002) transformational leaders possess a distinctive ability to familiarize and realign their perspective to the dynamics of an ever-changing environment (p. 125). According to Roussel, Thomas, and Harris (2016), “good leaders, like good managers, provide visionary inspiration, motivation and direction”, which is in alignment with the attributes of a transformational leader (p. 27). Hence, it is essential that organizations employ and develop transformational leaders to fulfill the demands and challenges in today’s healthcare delivery system.

As transformational leadership relies heavily on the leader’s ability to influence the subordinates and communicate his or her vision to them, it’s imperative to study the traits the leader must have. In this section, we’ll examine not only the traits the leader must show, but also the key competencies required to be a transformational leader.

The second subgenre that falls under the relational theory is known as transformational leadership. Transformational leadership is one of the four types of leadership styles defined in Daft’s textbook. The transformational leader is the one that cares most about the well-being of others just like the servant leader. A transformational leader is able to develop not only followers, but is also able to develop the overall vision of the company in a positive manner. Deschamps (2016) found that, “The high correlation between transformational leadership behaviors and perceptions of justice also indicates that leaders are highly capable of promoting fairness.” The transformational leader is one that is able to keep calm while change is happening within the company.

leadership, she was able to create the transformational leadership to serve the greater good by creating value and positive change in her followers which developed them to be leaders.

A common challenge that is impacting a number of firms is the ability to have everyone effectively work together. This is because differences of opinions and animosity are creating situations where no one is communicating with each other. These issues are having a negative impact on the firm and the way that it is able to reach out to stakeholders. As a result, the company is facing challenges in the way that it is interacting with customers. If left unaddressed, this can lead to the loss of market share and their competitive advantage.