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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).
Behavioral Perspective …show more content…

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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(Schwartz et al., 2011; Luzinski, 2011). From what I have observed, the Pasadena Care Center does not have strong transformational leadership. The leaders are more likely viewed as authority figures and there is no clear vision for the organization. Furthermore,

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a process improvement approach to reframing problems and applying new framework, f. openness to others and their thoughts and ideas, and g. an organization-wide culture that provide learning opportunities and supportive climate. Role of Transformational Leaders in change management situation Ghasabeh et al (2015) observes transformational leaders as visionaries, creating, sharing, and inspiring followers about both short and long-term organizational goals. These leaders are able to enhance their organizations performance in the marketplace by empowering their followers to be the drivers of their own success (Ghasabeh et al, 2015). Baer et al (2015) sees a transformational leader as a change agent, thusly, highlighting all of the attributes and characteristics acclaimed by others. This repackaging of the change agent – transformational leaders scorecard does little except to change where a person might be in the process of change.

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According to Burns, “transactional leaders approach followers with an eye to exchanging one thing for another…these transactions comprise the bulk of the relationships among leaders and followers” (p. 3) Transformational leadership, on the other hand, involves influence, of and by, both the leader and the follower. It is a process of mutual influence. Leaders not only lead, but also develop other leaders. Expanding on Burns’ distinctions, Bass (1995) asserts that “Transforming leaders convert followers to disciples…and provide followers with a cause around which they can rally” (p. 467).

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Wong (2015) addresses that 50% of studies that have addressed patient outcomes found clinical leadership to be at fault for morbidity, mortality, and increased hospital stays versus the primary condition of the patient. Transformational leadership was found to be a key leadership theory in decreasing patient adverse events, such as from medication errors and hospital acquired infections (Wong, 2015). The results from these studies determined that transformational leadership contributes to a healthy work environment by boosting staff support, open and honest communication, and trust, which promotes positive team working relationships (Wong,

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A leader may achieve this with captivation, emotional intelligence, and through the empowerment of followers (Hutchison & Jackson, 2013). Moreover, transformational leadership research focuses on individual traits and leader-follower dyad characteristics that influence organizational change. Many research studies explore this theory and its impact on the nursing profession (Fischer, 2016). Largely, transformational leadership in the nursing context is directly and indirectly associated with staff satisfaction, decreased turnover, and improved patient outcomes (Fischer, 2016; Bormann, & Abrahamson, 2014; Merrill, 2015). It is possible to connect the benefits of transformational leadership styles to the leader 's ability to empower followers, simultaneously increasing their commitment to the organization (Fischer, 2016; Bormann, & Abrahamson, 2014; Merrill, 2015).

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Transformational leaders are able to motivate their followers by propagating higher ideals and values. Unlike transactional leadership which highlights tasks, standards and outcomes, Transformational Leader creates and communicates an alluring vision for their organizations, society or country which inspires their followers to higher performance levels. Transformational leaders inspire and motivate followers to go beyond expectations by giving significance and rationale to their work (Shamir, 1991). Previous researchers (Bass, 1985, 1990; Bennis and Nanus, 1985; Bass and Avolio, 1989; Podsakoffetal., 1996) have identified the four characteristics of Transformational Leadership as

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Healthcare organizations are leveraging big data technology to capture all of the information about a patient to get a more complete view for insight into care coordination and outcomes-based reimbursement models, population health management, and patient engagement and outreach. I opted for this research for successfully harnessing big data to unleash the potential to achieve the three critical objectives for healthcare transformation: Build sustainable healthcare systems The healthcare industry is under competitive and legislative pressure to reduce the cost of care, efficiently manage resources and improve patient care. Societal changes, such as the way consumers expect to purchase and receive care; lifestyle choices including the use of social media and mobile technology; the continued rise of chronic disease; and the push to expand access to primary care are transforming the

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A company that values workplace safety positively affect employees’ behaviors and attitudes, decreases injury rates and workers’ compensation costs, and inspires excellence in productivity (Cooper, 2015). Safety and quality coexist in a business; for example, employees that are committed to safety values and goals are also committed to the organization’s success in service excellence (Cooper, 2015). I am not sure if I could, or want to, change my transformational leadership style because of my natural ability to connect and care for people (Gallup, Inc., 2016). Additionally, an occupational health nurse’s core standards simulate transformation because our ethical standards are to provide services to work communities with a concerned priority and duty to provide health and wellness for all people, while respecting human dignity and advocating for organizations to be responsible for their employees’ safety (Rogers, 2012). Transformational qualities such as knowledge, skills, and abilities allow me to guide the organization toward valuing safety over production, and people’s health over money (Cooper, 2015).

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Employees in this kind of leadership are encouraged to produce at their best by use of incentives and disciplinary threats (Delegach et al., 2017). A leader using this style of leadership do not concentrate on strategically guiding the company's position of market leadership but making everything runs smoothly today while transformational guidance does not focus on day to day running of the company but sets up strategies for moving company to the next level of success and performance. It concentrates on collaboration, team-building, and motivation of employees in the company to enhance productivity. Transformational leaders create goals and incentives to increase employees’ productivity and provide opportunity professional and personal growth of each employee (Delegach et al., 2017).Transactional leaders handle matters relating to building a solid reputation in the company while making sure employees are productive on the front line while transformational leaders help in the strategic growth of small businesses. This growth is through focusing on achieving ambitious goals leading to rapid success through the use of team-building skills and being visually (Delegach et al.,

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This is only possible if the team leader can encourage and inspire their team to grow and become more a part of their tasks at hand. It helps build up the individuals and make them a good working team in the end. Transactional leadership conforms to the existing structure of an organization and measures success according to that organization’s system of rewards and penalties (2016). These types of leaders are more for structure and routine. The biggest difference between the two types of leaderships is that transformation is a good style for creativity and growth.

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Introduction: Any organization recognizes the significance of leadership and its crucial role in achieving their goals and success. In healthcare organizations, the complexity of the system and the difference in defining its success goals are reshaping the practice of leadership and its standards. According to House et al. (2002, p.5) a leader is able to influence, motivate, and enable others to contribute to the success of the organization or task. Healthcare and business settings are different in terms of goals and system contexts.

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Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.

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This influence may be applied to achieve the leaders own goals or the collective goals of the employees although they may or may not align with the organizational goals. Two of the most popular leadership styles are Burns’ (1978) transactional and transformational leadership styles. Transactional leadership involves the process of exchanging rewards or sanctions by the leader for the performance of the employee. The leader and the employee have an implicit agreement that desired behaviors will be rewarded, while undesired ones will invoke penalties (Bryman, 1992).

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Leadership is one of the most important functions of management and plays central role in driving employees towards mission while achieving organizational goals (Maxwell, 2013). This paper studies one of the most influential leader in public health who have made great contributions in enabling better healthcare outcomes. In this regard, influential leader’s contributions to the healthcare community and its leadership style will be thoroughly evaluated. To determine how this influential leader become a great visionary, factors contributing to the leader’s success will be thoroughly evaluated. The paper also analyzes the influential leader’s circumstances / struggles and recommends alternative approaches, which could have been employed in order

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The first theory is Transformational leadership which is a relatively new approach to leadership that focuses on how leaders can create valuable and positive change in their followers. James MacGregor Burns first introduced the concepts of transformational leadership when studying political leaders, but this term is now used when studying organizations as well. Burns described two leadership styles: transactional and transformational. Transactional leaders focus on gaining

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