When things get difficult, the vision and mission are there to guide the team and help them remember why they are there in the first place. In nursing, the common goal is providing quality, holistic care to patients while they are healing. Nurse leaders, including charge nurses, nurse managers, and CNO’s, have the responsibility of keeping their nurses focused on that vision and mission when times are rough. Sometimes believing in the vision takes faith when burnout is imminent, but mentor leaders are there to encourage and remind the team about their common
Transition to Leadership Scholarly Paper: Transformational leadership Leadership demonstrated by nurses has been identified as an essential aspect of efficient functioning within a unit as well as, it is a pillar of high quality nursing care (Ajanaku & Lubbe, 2021). The state of healthcare is constantly evolving and changing and throughout this nurse leaders have played a part in helping transition to new best practices. Kouzes and Posner have developed a leadership mode centred on different leadership practices that when used helps develop effective nurse leaders. This model includes 5 areas of practice which includes: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. For a nurse
Leadership in nursing is a pivotal function that influences the healthcare landscape and shapes the development of conducive work environments. Nursing leaders who foster a culture of excellence can inspire teams to deliver exceptional care, overcome challenges, and pursue professional development opportunities. As such, nursing leadership is an indispensable component of healthcare management that demands a deep understanding of the nuances of the nursing profession, a commitment to ethical and evidence-based practices, and a mastery of interpersonal and organizational skills. The National Organization of Nurse Practitioner Faculties (NONPF) defines the leadership competencies required for nurse practitioners to be influential and competent leaders. A leadership development plan
Transformational leadership theory was developed by Burns
Nursing leaders are meant to motivate, inspire, and to consistently focus on the patient’s needs (Giltinane, 2013). It is important to no only have leaders who are in a designated role, but also leaders who aren’t in specific roles, but rather who are on the floor doing the patient care. Nurses who hold managerial roles often times are more concerned with keeping order within their organization, while informal leaders are those with clinical expertise who can be easily accessible points of contact for less experienced nurses (Giddens, 2014). According to Giddens, “Investigations have shown that nursing leadership based on consideration and visibility in the clinical setting is positively related to staff nurses’ job satisfaction, feelings of empowerment, and autonomy” (2013, pp. 380). Leadership styles that would be considerate and visible to their staff would include: democratic, transactional, and transformational leaders.
Because of this implanted motivation, nurses are reinforced to reach higher levels of growth. Nurses also feel that they are valued when transformational leaders reach out to them; they get excited to participate and share their knowledge that also contributes to strong cooperation or openness. The real benefit goes to their patients during their intervention, when transformational nurse leader listens attentively to the needs of their patients. This leadership style also increases the image and reputation of the hospital or clinic within the community that they
Besides, through a nurse leader providing adequate support to the team member, they become more willing to take risks and try new things that will bring positive change in health care organization (Dignam, Duffield, Stasa, Gray, Jackson & Daly,
There are a plethora of leadership theories in existence, but there has yet to be one specific theory that can guarantee success in any organization, in any situation. However, in the last few decades, scholars have taken a particular interest in the theory of transformational leadership for several reasons. The idea of transformational leadership was first introduced in a book titled Leadership, written by James MacGregor Burns in 1978 (Worth, 2014, p.106). Burns describes transformational leadership as a contrast to transactional leadership, which illustrates a relationship between leader and follower that revolves around transactions of rewards and punishments (Worth, 2014, p.106).
The Philosophy of Transformational Leadership According to Grant (2012) transformational leadership is a philosophy that conveys a vision and creates action for change that focuses followers’ awareness on their contributions and mission accomplishment. Transformational leaders are known to be passionate and are able to articulate their vison to motivate followers. Roueche, Baker III, and Rose, (2014) suggest that a transformational leader is able to engage the follower in a manner that allows communication of needs to be reciprocal in nature. The process involved in the philosophy of transformational leadership, allows for the superior to coach or mentor followers.
According to the movie “Facing the Giant”, Transformational leadership theory can be clearly seen in the coach, Taylor. At the very beginning of the movie, the team, Shiloh, had lost their main player, Darren, this made the team become panic, frightened and their football level start dropping. After that, Taylor started to change his mindset, he start believing in his religion, speaking to his God and changing his attitude on facing problem. After all, he start to influence his followers, all the members of the football team, by changing their values, beliefs and attitudes. He set a new philosophy for the whole football team which is playing football is just only for win but also to give all out in the game and enjoy the game.
As a nurse manager, it is important to show support for an impaired colleague. Transformational leadership goes beyond inspiring and motivating followers and instead emphasizes the importance of interpersonal relationship (Sullivan, 2017, p. 46). Transformational leaders appeal to individuals’ better selves by inspiring and using power to instill a belief that followers also have the ability to do exceptional things (Sullivan, 2017, p.
Numerous leadership philosophies include transformational, transactional, participative, and 42 facilitative perspec-tives (Robbins, 2003). Transformational Leadership Transformational leadership originated with James MacGregor Burns in 1978 and it is a con-cept in which leaders use idealized influence or charisma, inspirational motivation, intellectual stimulation, and individualized consideration to persuade followers (Hautala, 2006; Homrig, 2006; Judge& Piccolo, 2004). Transactional Leadership Transactional leadership originated with James MacGregor Burns in 1978 and later received much attention by Bernard M. Bass (Bass, 1999; Hautala, 2006). Transactional leadership de-scribes an exchange process, whereby leaders reward or reprimand subordinates for abiding or not abiding to the leader’s requests (Judge& Piccolo, 2004). Laissez-faire Leadership Laissez-faire leadership was first coined by Lewin and Lippitt (1938) in their study of young boys attending summer camp.
Transformational Leadership “Arouses awareness and interest in group or organization Increases confidence of individuals or groups Attempts to move concerns of subordinates to achievement and growth rather than existence.” (Butler and Chinowsky, 2005, p. 121). transformational leaders lead to understanding and interest in organization (Butler and Chinowsky, 2005, p. 121). They are productive and encouraging the team to do more than expectation. Leadership is about leading and doing something, and
Transformational leadership has been defined as a style of leadership where leaders can inspire and motivate those who follow. James MacGregor Burns introduced transformational leadership in 1978. According to Burns (Burns, 1978), the process of transformational leadership is one in which “leaders and followers help each other to advance to a higher level of morale and motivation. The purpose of my paper is to revisit my Comparison Matrix and compare the information from three empirical studies.
According to Simkins (2005), leadership is one of the key factors and in some instances the only factor that determines whether an organization succeeds or fails. However, Clark (2009) states that an effective nurse leader utilizes appropriate leadership theories to guide their actions as well as they are required to apply their knowledge and problem solving skills to develop creative solutions to managerial issues on the ward. On the other hand management is concerned with its five core principles; according to Kannan (2004b) these principles were revised and are now thought as planning, organising, staffing, directing and controlling (as cited in Clark, 2009). Furthermore, Clark pointed out that leadership and management often overlap. Therefore,
