Transformational Leadership In Health Care

Supportive organizations and exceptional individual contributions set the stage for effective teamwork. Healthcare teams require a clear purpose that integrates specific analytical groups and multiple facets of patient care. “Healthcare teams which have a clear purpose that is consistent with the organizations’ mission, can be more clearly integrated, resourced and supported. Healthcare teams generate commitment through a shared goal of comprehensive patient care and a common belief that the team is the best way to deliver coordinated care” (Proctor-Childs, 1998, pp

Transformational leaders focus on followers to motivate and to perform to their potential and transactional leaders focus on day to day care. The important aspect of transformational leader is to articulate a shared vision [Faugier and Woolnough, 2002]. Transactional leaders are more concerned about controlling order and predictability but transformational leader realizes the importance of challenging within the project for positive possibilities [Faugier and Woolnough, 2002]. The leadership style of transformational leaders helps hospitals to improve the faith and respect, value staff as individuals, solving the problems along values and principles. They also challenge their goals for future. For today’s fast changing health care organization

Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.

In the healthcare profession ethical dilemmas/problems are encountered every day by all of the healthcare professionals. As a registered nurse and throughout the years, I have encountered many problems of different magnitude; different situations that can affect physically and emotionally,

Health leaders can use different strategies to create a culture for change in the health organization. A health transformation leader would have to be able to create trust, admiration, loyalty, and respect from their followers through the leader’s actions, behaviors exhibited and persona exemplified. Once a culture of change is learned and the pattern is exhibited it is shared by the members about what is right and what is good. Health leaders should be able to develop a predetermined organizational culture

Leadership is a highly sought-after and highly valued commodity. Over the past decade organizations have become increasingly captivated by the idea of leadership. It is often questioned as to what makes a good leader. Many people believe that leadership is a way to improve their personal, social, and professional lives. Healthcare facilities seek those whom have leadership ability because they believe they bring special assets to their organizations. Collaborative, transformational, and patient- and family-centered leadership are all leadership models that can help shape the culture of an organization.

****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

Although organizational under bureaucratic has usefulness in fast task execution, in mean time also raised skepticism due to being so mechanically. Furthermore, studies indicated that, over time, this type of leadership affecting the quality of patient care (Laschginger & Wong 2009). As happen in ward x, it’s probably that poor team work was due to staff over being mechanically. While under transformational leadership, the staffs are more motivated and have more initiative in a daily task (Cubbon, 2000).

Being ethical as an individual defines who you are and what you stand for as a human being. As a professional nurse, being ethical defines how you treat and behave towards your colleagues and the patients. Nursing`s philosophies and worldviews influences an individual’s personal, cultural and spiritual values they possess as a professional. When these philosophies conflict with personal or cultural or spiritual values, then ethical dilemmas arise. Ethical dilemmas puts a nurse in a limbo as it is very hard to choose between what is right in the best interest of the patient.

Transformational LeadershipTransformational leadership is a style of leadership model that identifies needed change, creates vision through inspiration, and executes the change with the commitment of members to revitalize the organization (Olden 2015). The term transformational leadership was first coined by James M Burns in 1978, based on the idea that leaders and followers can make each other advance to a higher level of morality and motivation. In which the leader focuses on the beliefs, needs, and values of their followers. Transformational leaders are generally energetic, enthusiastic, and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member ofthe group succeed as

This is achieved through transformational leadership. (Xirasagar). This includes characteristics such as honesty, good communication, trustworthiness, being ethical, high level of integrity, adaptability, regard for others dignity, manage uncertainty, dependability, and listening skills, perceived by leaders in this field (Sandra et al). The author suggests that based on these findings, that which makes a clinician therefore a true system leader, is the ability form collaborative partnerships with clinical colleagues, management and the wider community, while acknowledging the complex needs of society in addition to their health care needs. This leader, will inspire others to form a shared vision to achieve clinical excellence and decisive plan for delivery, while allowing co –workers a sense of autonomy, which encourages new initiatives that exceeds traditional ways of

The healthcare industry is experiencing unprecedented change generated by multiple external forces including “Obamacare,” electronic medical records, an aging population, and mergers and acquisitions (Goretsky, 2012). These unprecedented changes along with the needs of the patients, staff and operations place significant demands on healthcare leaders. In most cases, physician leaders receive little to no leadership training in medical school resulting in a need for organizations to provide leadership learning to address current and future strategic and operational issues. Traditional leadership development programs may be inadequate for the workforce of the future. Organizations need to identify potential leaders earlier and accelerate them

This style of leadership is very successful in all areas of business and is a dominant category of management in health care. Transformational leadership places an emphasis on facilitating responsibility, accountability, conflict resolution, risk management and problem solving and the consistently advocates to be the one to which health care professionals should aspire in their efforts to make a real difference (Millward & Bryan, 2005).

Being interconnected with others enriches us as humans and leaders, and maintaining positive and enriching relationships is my fundamental strategy for personal and professional success. Whatever we say or do to others, whether on personal or professional levels, has impact on them. Deciding on using words and demonstrating actions that can have positive effect upon others, either by empowering them to go beyond their comfort zone or encouraging them to believe in themselves and their own impact, opens the possibility of transformation.

Transformational leadership qualities are not only successful in healthcare agencies, but they are also affective in collaborative partnership settings. Unlike the hierarchical organizational structure that a leader is use to, with goals that satisfy the organization, collaborations require that there be no control over members, but instead a systems thinking that includes shared visions, collective powers and processed-based leadership (Alexander, Comfort, Weiner, & Bogue, 2001). Because so many community issues are social problems, involving non-profit agencies, it is often necessary to form partnerships so that resources can be shared, as well as goals within the team.