Transformational Leadership In Health Care Today Summary

PURPOSE This written work should serve as an article summary critique on the article, “Transformational Leadership in Health Care Today” written by Beverly Robbins, RN, BSN and Ruth Davidhizar, RN, DNS, ARNP, BC, FAAN for “The Health Care Manager” Volume 26, Number 3, pp. 234 – 239. The article was written with todays’ nursing leadership style in mind but, focused on the future as well. The intended audience for this article is nurses, leaders and those in or interested in management. The purpose of this article was to document the current change processes in nursing leadership and management. The article provided insight on Robbins & Davidhizar consider “effective leadership”, how nurses are rating work satisfaction and lastly how effective

Transformational leaders focus on motivating and empowering staff whereas transactional leaders do not. When staff feel they are appreciated and valued they are more apt to provide better patient care. When patients are satisfied then outcomes are positive. This is one of the main reasons why Davidhizar & Robbins feel that transformational leadership should be the new wave in healthcare today. If organizations realized how much can change by simply implementing change from the inside out then the mission, vision and values of the organization can be

The reason I preferred the transformational leader is because I felt valued and appreciated. I saw the change and direction that the unit was going in and it was a positive outcome. While working under a transactional leader I felt as if I had to do something to get something. I felt like I was bargaining to be able to have the work schedule that I needed and that the manager was doing me a favor by complying with my request. On the contrary, when working under a transformational leader I saw visible change. Ezziane stated, “Transformational leaders who move followers toward new values and a new vision and generate exceptional performance through influence, stimulation and motivation, as well as having high standards of morals and values (Ezziane, 2012)”. During this experience I learned about self-scheduling and visibly saw the change in morale, decreasing callouts and increase patient satisfaction because the patient complaints