Transformational Management Book Report

I have chosen transformational leadership as my preferred leadership style because it focuses on empowering others by involving them in decision making, which makes them feel as a part of the team contributing to achieve superior results (Roussel and Swansburg 2009). Numerous studies indicate that transformational leadership is very effective and commonly used in healthcare because it is based on altering and shaping the goals and values of others to attain the best results (Bass 2008).Transformational leadership takes a visionary position, inspires followers through their inspirational nature and charismatic personalities, recognises individual differences and supports followers to develop their strengths (Bass 2008). In transformational leadership rules and regulations are guided by the team’s norms and decisions are made by the team. This attribute provides followers sense of belonging and promote followers to develop ownership of the team’s vision (Bach and Ellis 2011). However, Whitehead et al. (2009) argues that the transformational leaders have less control than transaction leaders, as they believe in providing support to the followers rather than controlling

Transformational leadership has been successful in the health care industry due to the visionary approach and adaptability when faced with obstacles. Transformational leaders succeed

After thoroughly studying the book Leadership: Theory and Practice by Peter G. Northouse, I have come to a conclusion that transformational leadership style is the one that appeals to me the most (Northouse, 2013, p.185). Transformational leadership is about changing and transforming people, it is concerned with all the possible aspects involved in such process: employees' emotions and motives, satisfaction of their needs and explanation of the long-term goals. Transformational leadership handles equally well one-on-one interactions as well as influencing organizations as a whole. Transformational leadership factors are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration

Transformational leadership accomplishes many of the same results among followers or subordinates. This style of leadership was first introduced in 1978 by James McGregor Burns. Transformational leadership is about inspiring others to go above and beyond expectations. There are four components of transformational leadership. Idealized influence refers to leaders as role models for followers displaying positive behaviors, including setting ethical standards and considering the

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

Participation of all employees in a healthcare organization is needed within a transformational organization. Change is probably never popular, but is necessary for the transformation and restructuring of the healthcare industry. There are several models in the scope of transformational changes and learning organizations. The capacity to change is embraced by organizational transformation and initiatives sustained are representative of learning organizations (Johnson, 2009).

They aim to eliminate the childhood obesity epidemic by working with policy makers, clinical improvement professionals, and healthcare professionals to ensure every child has access to high-quality care through a medical home. Even as early as conception, parents, healthcare providers and leaders can take steps during prenatal care to keep children fit and on track for a healthy future. It is organizations like these that we need. More involvement will create a wide spread and influence more people to commit towards fighting against obesity validating its importance.

Quality improvement, patient safety, and cost containment are some of the key focuses of the Patient Protection and Affordable Care Act (PPACA) in 2010. Therefore, many Healthcare Organizations (HCOs) were confronted with the challenge of changing their organization behavior, so that they can deliver a safe care without compromising on qualities and increasing on expenditures with each care delivery (KPMG Healthcare & Pharmaceutical Institute, 2011). The purpose of the paper is to discuss a HCO’s transformation challenge, its subsystem within a larger system, its culture and climate, its leadership style, its assessment based on Collin’s Good to Great, and its readiness for change in today’s complex environment.

 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

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

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

A transformational leadership style along with good communication skills can be used to manage the multiples issues Hartland Memorial faces. “Transformational leadership involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders, and reward learners” (Hellriegal & Slocum, 2009, p. 301). Elizabeth and her associates should have the necessary qualities of a transformational leader; integrity, accountability, and motivation, so the staff can identify with them. The nurse manager could give nurses opportunities to demonstrate and experience leadership in their profession on a regular basis. Effective leadership is critical in delivering high quality care; equally

Transformational model can adopt instructive, or consultation functions, shared, relation-grounded, or task-oriented, very condition dependent, or self-character dependent (Molero, Cuadrado, Navas & Morales, 2007). Demonstrating transformational leadership, ethical behaviors, and obvious concern for others, leaders may gain organizational credibility. SAHC leaders must utilize attributes of transformational leadership to manage current challenges related to employee hiring and retention, diversity, electronic medical record management, and cost containment.

For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.

for buy-in, enabling action, creating short-term wins, don’t let up, and making it stick). Bridges