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Transformational Theory In Healthcare

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For the purpose of this week’s discussion, the article that I chose to use as an example from a behavioral perspective is by Bukowski, N., Deckard, G., Weber, M., Padron, L.A., & Luongo, S. (2011). Leadership development initiatives underlie individual and system performance in a US public healthcare delivery system, Leadership in Health Services.
Bukowski et al., (2011) describes how leaders in healthcare has seen a shift from a transactional leadership to transformational leaders. There is a need in healthcare industry, for transformational organizational changes so that they can deliver safe, effective, efficient, patient-centered, timely and fair healthcare (Institute of Medicine, 2001). Transformational leaders are able to change an organization’s culture and develop an approach of strategies to meet the demands of its environment by empowering employees who can implement the vision (Kotter, 1990).
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more focused on building relationships with employees in order to help them achieve their workplace goals and work as effectively and efficiently as possible. Burns (1978) identified two types of leadership styles, transformational and transactional leadership. Transformational Leadership (Ackoff, 1999) is described as a someone who can inspire others to change from within. There are four characteristics of transformational leader, they are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985) Transactional leaders usually do not strive for cultural change in the organization but they work in the existing

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