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Leadership in the hospital setting
Essay on transformational leadership in healthcare
Leadership in the hospital setting
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Transformational Leadership and Medication Errors
Of the leadership styles, transformational leadership offers the greatest opportunity for flexibility in vertical relationships. Transformational leadership stresses the sense of greater purpose in the work, and extends beyond simply rewarding employees for meeting expectations (Weiss & Tappen, 2015). It is easy to imagine why, in this way; transformational leadership is uniquely suited for healthcare. As Weiss and Tappen point out, most people are motivated to enter the nursing field by a deep desire to help others (2015). Appealing to the greater good that nursing serves will likely be a more successful motivating force than that of simply rewarding desired behavior.
This emphasis on
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Doody and Doody (2012) posit that transformational leadership encourages leaders to motivate employees by adhering to higher moral standards. This appeal to inspire employees to behave in such a way that advances the overall mission of the organization results in employees gaining more self-actualization than they would likely see from a more transactional style of leadership. Transactional styles of leadership, which promote adherence to rules based on a reward system, tend to accomplish only the specific goals set forth by the organization (Vaismoradi et al., 2016). Transformational leadership on the other hand, encourages employees to exceed current standards and motivates them to fully adopt the deeper purpose of the organization (Lievens & Vlerick, 2013). Transformational leaders are compelling and dynamic, motivating employees by making the goal so stimulating that this vision is embraced by the team (Weiss & Tappen, 2015). Viasmoradi et al. assert that transformational leaders create a supportive environment where employees are encouraged to come up with creative solutions to challenges, resulting in an improvement in patient outcomes …show more content…
There are four integral and interrelated components of transformational leadership: idealized influence; inspirational motivation; intellectual stimulation; and individual consideration (Doody & Doody, 2012). Idealized influence relates to the development of leaders as role models. If employees are able to consider leadership as models worthy of imitation, it is easier to promote positive behaviors and attitudes among employees (Doody & Doody, 2012). Inspirational motivation allows employees to pursue their own goals while also striving to achieve the overall goal or vision of the organization (Doody & Doody, 2012). According to Doody and Doody (2012), intellectual stimulation promotes problem-solving and continual evolution by supporting and encouraging new ideas. Finally, individualized consideration encourages the aspirations of the individual, so that the employee feels supported while pursuing their own advancement (Doody& Doody). Each of these components plays a potential role in patient safety in general, and medication administration in
Nurse managers are responsible for nurse performance and retention, and the manager’s leadership style is critical to the achievement of these outcomes (McGuire & Kennerly, 2006). Transformational and Transactional leadership theory are two leadership styles that have attracted the interest of many researchers. An analysis of these two leadership models will identify strengths and weaknesses of both theories in relation to Hospital medical errors.
Like Klinger, Hitchcock agreed that in a managerial role is essential and performs a vital function, leadership must come first to make managing more effective. If management is efficiency in climbing the ladder, then it is leadership that determines whether the ladder is leaning against the right wall. To help individuals, teams and organizations to navigate the permanent white-water environment safely, Hitchcock (2013) suggested that there are three constants that provide stability in times of great uncertainty such as a change, a choice, and principles. This work considers each of these three constants, focusing mainly on the principles that underpin transformational and effective leadership in healthcare settings. (Hitchcock, Klinger, 2012)
The authors in this article aimed to discover nurse manager leadership styles and their outcomes. Nurses from hospitals in the Northeastern part of the United States were asked questions. The data was collected in a locked room, alone, so no one would influence the answers of someone else. The results were put into a software program and displayed for analysis. Results showed when choosing a nurse for a managerial leadership role, one should choose someone if they have the basic components of transformational leadership, not transactional leadership. The authors show that transformational leadership had revealed positive patient outcomes, retention, and satisfaction in the nursing staff. Those nurse leaders who have qualities of transformational leadership are encouraged to build on those skills constantly.
...rming relationships with employees was made clear by being efficient and fair to preserve and inspire their workforce. These results can be further studied in a dissertation that is duplicated in a different culture to test the consistency of its findings. Using the information from these two studies, it is clear that transformational leaders behaviors have an impact on their follower’s perception (Bacha and Walker, 2012; Cho and Dansereau, 2010).
Inspiring creativity, motivation and being able to lead a team and patients towards a goal is essential. It will be part of my everyday job to create attainable, measurable goals for patients to achieve, and I will be able to do this through the attributes and behaviours learned from transformational leadership.
In healthcare it is very important to have strong leaders, especially in the nursing profession. A nurse leader typically uses several styles of leadership depending on the situation presented; this is known as situational leadership. It is important that the professional nurse choose the right style of leadership for any given situation to ensure their employees are performing at their highest potential. Depending on which leadership style a nurse leader uses, it can affect staff retention and the morale of the employees as well as nurse job satisfaction (Azaare & Gross, 2011.) “Nursing leaders have the responsibility to create and maintain a work environment which not only promotes positive patient outcomes but also positively influences teams and individual nurses” (Malloy & Penprase, 2010.) Let’s explore two different leadership styles and discuss how they can enhance or diminish the nursing process.
If there is not strong leadership in nursing, I believe the profession will continue to lose exceptional nurses, since leadership in the workplace influences nurses intent to stay (Cowden et al., 2011, p. 462). Leadership is the process whereby the leader attempts to motivate individuals to achieve a collective goal (Cowden et al., 2011, p. 462). Transformational leaders are focused on achieving a common goal by fostering growth and change. This type of leadership decreases power imbalances as it strives to empower all members of the group. A transformational leader is one who encourages intrinsic reward amongst individuals (Nielsen, 2013, p.128). Grossman and Valiga (2013) comment on the power of transformational leadership and state: “this motivation energizes people to perform beyond expectations by creating a sense of ownership in reaching the vision” (p.
The ever changing health care field call for leaders that are dynamic, and innovative and incorporate critical thinking to match the demands of the health care industry. A successful nurse leader would be the one that is open to new ideas from others by way of research findings to simple ways to execute a task in the clinical arena. The doctorally prepared nurses are the future leaders of nursing and as such their education (DNP curriculum) should gear towards preparing these future leaders to be transformational leaders. Transformational Leadership was originally developed by Burns who describes it as “... a process whereby leaders and followers raise one another to higher levels of morality and motivation” (Karen Drenkard, 2012). These leaders
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.
Nurses are uniquely qualified to fill a demand for change through leadership. Unlike business minded individuals whose primary outcome concern is monetary, a nurses’ primary concern is organic: a living, breathing, tangible being. In a leadership role, a nurse might consider an organization as if it were a grouping of patients, or perhaps an individual patient, each limb with its own characteristics and distinct concerns. They can effectively categorize and prioritize important personal and professional matters and are therefore ideally positioned to lead change efforts. Perhaps most importantly, effective nurse leaders can provide clarity to the common goal and empower others to see their self-interests served by a better common good (Yancer, 2012).
Doody, O., & Doody, C. (2012). Transformational leadership in nursing practice. British Journal of Nursing, 21(20). Retrieved from http://web.b.ebscohost.com.proxy.library.ohiou.edu/ehost/pdfviewer/pdfviewer?sid=3655bc92-b9ec-4a08-84d8-f5d3098ddfdf%40sessionmgr120&vid=17&hid=116
The transformational leadership theory was deemed an appealing based on individual beliefs regarding employee-leader relationships. With a focus on communication and motivation, transformational leaders promote positive change within
Transformational leaders want individuals to make a positive change in their lives and try to help people apply a positive change on a daily basis. The leaders do this by implementing individual considerations which, according to Kendrick (2011), “treats each follower as a unique contributor and provides coaching, mentoring, feedback and growth opportunities.” This makes such an impact on people because each individual is getting different mentoring, feedback, and growth opportunities due to their unique personality. It is very important for each person to have this because everyone has a different learning ability and motivation. This helps each individual with their own distinctive endeavor.
Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s goals and objectives. Besides, idealised influence, inspirational motivation, intellectual stimulatio...
theory can be juxtaposed with the Transformational Leadership Model to reiterate the foundational behaviors associated with effectual leadership. According to a study on the Transformational Leadership Model, four distinct behavior categories are attributed to leadership. These four basic characteristics that create the conceptual framework are the Vision Builder, Standard Bearer, Integrator, and Developer. A Vision-Builder is similar to the previously mentioned Communication component. This leader builds a vision and communicates it clearly by establishing specific, achievable goals and shaping how they will be accomplished. A Standard Bearer can be compared to the Advisory role, where a leader adopts a code of ethics and maintains moral standards. This role inspires others and creates an environment where individuals hold this leaders opinions and recommendations in high-regard. The Integrator is related to the Opportunity component, where leaders can identify opportunities and combine resources to achieve organizational goals through aligning the individuals that they are responsible for to be the most productive. Lastly, the Developer is similar to the Talent component. This leadership behavior fosters individual and collective growth through training others and maximizing talents to facilitate a high performance environment. (Bottomley, K., Burgess, S., & Fox III, M.,