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Four (4) elements of Transformational Leadership
Function of the transformational leadership style
Function of the transformational leadership style
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Tammy,
Your posting this week was very good. I liked your recommendations to Harrison and Mur as they were well thought out and seem to have the flavor of a transformational leader. Based upon your previous posting, I picture as a Transformational leaders. They visionaries and their leading qualities include: 1. Loyalty 2. Respect among 'followers' 3. Charismatic attitude and foresight 4. Motivational 5. Inspirational ( Hay, n.d.).
I also noted that you mentioned "Magnet principles" in your posting for the Promise Career phase. I am of the same belief that Magnet principles seems to support outstanding leadership and high standards within the nursing profession.
Magnet hospitals are named for their potential to attract and retain qualified nurses. Magnet hospitals are facilities that have been certified by the American Nurses Credentialing Center for promoting positive patient outcomes through best practices in nursing (Upenieks, 2003). The Magnet environment fosters autonomy and professional nursing practice. Research shows that Magnet hospitals have better work environments, a more highly educated nursing workforce, superior nurse-to-patient staffing ratios, and higher nurse satisfaction than non-Magnet hospitals (Aiken, Kelly, & McHugh, 2011). Implementation of that environment requires the ability to create trust, accountability, and open communication in changing times. The American Nurse Credentialing Center (ANCC) organized 14 Forces of Magnetism into 5 Model Components to measure outcomes for the Magnet Recognition program. The first of the five components, Transformational Leadership, encompasses two of the 14 Forces of Magnetism: Quality of Nursing Leadership and Management Style (American Nurses Credentialing Center). The leadership approach best suited for the pursuance of Magnet recognition would be a transformational leadership approach. Nurse executives in a Magnet institution require the ability to foresee the future needs of healthcare, and must devise plans of action to meet those needs. They must communicate, monitor, engage, and inspire others toward the common goal. Management, likewise, has to communicate ideas and monitor progress, but must also be prepared to organize the undertaking and implementation of future pathways.
The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum.
The magnet recognition program began in the early 1980s as a stride towards promoting nurse retention in the United States. Administrators, directors, staff nurses, and hospital administration gathered together to discuss the essentials of hospital designation. The original research, gathered in 1983, was targeted to identify successful nurse retention. In 1993, the ANCC approved the standards set forth in previous research to become standardized utilizing the forces of magnetism. The 14 characteristics described by the ANCC as “forces of magnetism” define the structure of excellence within the healthcare environment. McClure & Hinshaw (2002), describe the following 14 characteristics that attract and retain nurses to magnet hospitals: “Quality nursing leadership, organizational structure, management style, personal policies and programs, professional models of care, quality of care, quality improvement, consultation and resources, autonomy, community and health organization, nurses as teachers, image of nursing, interdisciplinary relationships, and professional development”.
Acknowledgement and appreciation are key to nursing retention. Hospitals who are Magnet certified enable nurses to be a key component of healthcare, which increases patient satisfaction and lowers mortality rates. Therefore, it isn’t a matter of only nurse retention rates, but also an increase of patient care, and a decrease in burnout within the profession (Laureate Education, 2009). Ideally, the Magnet status components of care will spread throughout the profession. This will lead to an increase in comradery and accountability of nurses everywhere (Tinham, 2013).
“Effective leadership behaviors require preparation, professional leadership attitudes and behavior” (Arnold and Boggs, 2011, p. 228). This requires a strong and knowledgeable leader who inspire others and support professional nursing practice. Furthermore, “leaders that have access to strong interpersonal relationships, information, support, resources, and opportunities empowers employees to accomplish meaningful work” (Young – Ritchie, Laschinger, & Wong, 2009). All these qualities are also important for a practical nurse to have access to in order to empower patients to achieve their optimal well-being. Saskatchewan Association of Licensed Practical Nurses (SALPN), states that Licensed Practical Nurses standards encourage leadership through self-awareness and reflection, commitment to individual and professional growth (2013). Practical Nurses have a big part in supporting and empowering their patients as well as novice nurses. The novice Practical Nurse may feel overwhelmed with work and unsure of themselves at the beginning of their career. A gentle guidance and support form a Practical Nurse can make a transition from a student to a nurse
Leadership style is a behavioral model that leaders use it to interact with followers. Leadership is a combination of providing direction, making decision, motivating sub-workers and achieving goals (Fertman & Liden 1999). Furthermore, Chemers (2007) asserted that leadership is the executive of organizational intelligence in which leadership effectiveness is linked to organizational performance. In addition, Obiwuru et al (2011) stated that the leadership styles are predictor to leadership effectiveness whereby leadership style in an organization is one of the factors that play significant role in enhancing or retarding the interest and commitment of the individuals in the organization. In this paper, we will concentrate on three leadership
As Finkelman (2006) stated, “Mentoring, and important career development to that can be used by nurses any type of set or specialty, can be used to develop the critical leadership skills needed by nurses. All successful leaders have had mentors are our mentors” (Finkelman,2006, p. 390).
1. What is the difference between a. and a. What is meant by: individualism/collectivism, power distance, uncertainty avoidance, masculinity/femininity, time orientation, and fatalism (locus of control)? How might each play a role in influencing leadership? Individualism is characterized by a person's self and moral worth and individuality. It depends on political philosophy, belief system and social setting of a person.
With that said, many of the individuals in the leading roles possessed some of the qualities discussed in our readings though I do not feel they were effective. What is more interesting is that those individuals who possessed leadership skills were often not in the leading roles, but rather supportive. The following were some of their attributes: (a) good communicators and listeners, (b) honest and dependable, (c) supportive and encouraging, (d) able to foresee future problems, and (e) develop needed steps to lessen the
Sherman, R. & Pross, E. (2010). Growing future nurse leaders to build and sustain healthy work
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Throughout life, there are and have been leaders who have helped change and shape others view of the world by their charisma, strength, morals, and kindness. These particular people can help to create a vision along with intellectually stimulating people to broaden their horizons and to be successful in business and personal accomplishments. At one point of time, there was someone who I considered a leader, who motivated me by applying what is known as the Transformational Leadership Theory. Transformational leaders “inspire and empower” (LugoSantiago, 2016, p. 18) other individuals to become more well-rounded along with helping to achieving overall goals. With the Transformational
Certainly, an army would not be able to battle in the war without a commander who in charges of the whole strategy. Correspondingly, any organisations cannot function without leaders. Leader is the most substantial element of successful organizations. Becoming outstanding leaders, leadership skill is vital in order to drive the organizations forward. Several leadership principles are extensively used these days. Burns (1978) identified two types of leadership comprise of transactional and transformational leadership. Hence, leaders should be capable to indicate which theory should be applied in accordance with organization’s culture and objectives. This essay aims to evaluate the resemblances and the differences between transactional and transformational leadership as well as the feasibility to utilize a mixture of them by giving the definitions and examples followed by the supporting researches and studies.
Leadership is an important factor in managing change in organizations (Sarros & Santora, 2001). Leadership is one of the most vital success factors in organization (Murphy & Ensher, 2008). At any time in history of any community, there has always been a great leader and leadership has always been practiced (Leech & Fulton, 2008). For all successful organizations, there has been an effective leader who is able to mobilize all the resources in the organization to achieve its goals (Malusu, 2003). Schools, like other organizations, require effective leadership to achieve their goals (Barnet, McCormick & Conners, 2001). In an educational system, a principal as the coordinator of all educational and training activities