NRSG 412 Reflections on Leadership

NRSG 412 Reflections on Leadership

NRSG 412 Reflections on Leadership

Reflections on Leadership: Transformational Leadership Theory

Effective leadership in the practice environment is key not only to staff engagement but also promotion of appropriate and quality patient care. Effective leadership styles drive innovations and change that lead to continuous quality improvement in healthcare. Leadership styles differ from one leader to another or institution to another. These leadership styles are based on theories, which provide a framework for visualizing the roles and responsibilities of a leader, as well as a structure to implement effective leadership strategies. Additionally, leadership theories provide a framework for enhancing communication and promoting collaboration in the healthcare environment. As nurses are encouraged to take up leadership roles in their practice environments, understanding various leadership theories and how they support strategic decision-making and change initiatives is critical. The purpose of this paper is to explore the transformational leadership theory including the rationale for choosing this theory and its effects on staff.

Transformational Leadership Theory

Transformational leadership theory is defined as the process of applying inspirational motivation to employees to encourage engagement and efforts to align personal goals with organizational goals (Chu et al., 2021). Transformational leadership is a visionary process that involves analyzing the current realities, identifying opportunities, and creating strategies for innovation and improvement in healthcare delivery. Transformational leadership theory has four core elements, namely, inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration (Bakker et al., 2022). Inspirational motivation is the aspect of transformational leadership theory where the leader creates and communicates a vision to the staff, and supports them in embracing the vision and working towards attaining it for the best interest of the organization.

Idealized influence refers to the ability of a transformational leader to embody respect, ethical values, and other qualities that they want their followers to emulate (Ree & Wiig, 2019). Intellectual stimulation refers to transformational leadership’s encouragement of creativity and innovativeness of the followers by creating adequate autonomy and an environment that fosters exploration of ideas, experimentation, intellectual curiosity, and growth and development of the staff. Finally, individualized consideration refers to the support given to the staff, for example, coaching, mentoring, and other activities that promote the growth and development of staff. The theory is applied in healthcare to promote quality improvement.

The Rationale for Transformational Leadership

The leadership style is the most preferred because it incorporates good leadership qualities from other leadership

NRSG 412 Reflections on Leadership
NRSG 412 Reflections on Leadership

theories. For example, the leadership theory borrows from charismatic, servant, and situational leadership theories. Therefore, leadership quality encompasses a pool of leadership qualities that support success in the practice environment (Ree & Wiig, 2019). Secondly, transformational leadership presents great value in healthcare given the complex and dynamic nature of the healthcare environment. transformational leadership provides a chance to navigate such issues to be proactive in addressing challenges encountered in the clinical environment by encouraging the participation of the staff and creativity, leading to continuous quality improvement programs (Chu et al., 2021). Furthermore, transformational leadership is also concerned with the welfare of the staff as part of a commitment to building an engaged and effective team through the promotion of values of empathy and well-being. Thirdly, transformational leadership is essential for driving change and creating a culture of change readiness.

Leadership Theory Effect on Staff

The transformational leadership theory has a positive effect on staff. Evidence shows that transformational leadership theory is effective in reducing burnout commonly experienced by nurses and other healthcare staff. According to Chen et al. (2022), transformational leadership is shown to reduce the risk of burnout in healthcare. Furthermore, the transformational leadership elements directly associated with reducing burnout include intrinsic motivation, role clarity, and resilience. Similarly, transformational leadership is also linked to staff collaboration, commitment, and job satisfaction. Multiple studies have proved that transformational leadership has a significant relationship with these factors.

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In a systematic review of 26 studies, Hussain & Khayat (2021) found that 19 of the studies reported a positive relationship between transformational leadership and job satisfaction while 13 of the studies reported a positive influence of transformational leadership on job commitment by the staff.In another example, Folkman et al. (2019) show that transformational leadership promote collaboration among staff because it prioritizes teamwork, leading to high motivation and patient safety. Hence, transformational leadership is a valuable tool for interprofessional collaboration. Finally, transformational leadership enables positive employee performance. According to Chu et al. (2021), transformational leadership shows a direct positive influence on staff performance, which is driven by motivation and the development of positive coping strategies to navigate through complex roles and dynamic healthcare environments.

Conclusion

Transformational leadership theory is characterized by a high level of motivation and inspiration, leading toa positive influence on employees to commit to attaining the goals of the organization. Transformational leadership prioritizes staff autonomy to promote creativity, innovation, critical thinking, and exploration of ideas that seeks to create positive change. As such, an organization using transformational leadership is often change-ready, leading to a culture of continuous quality improvement and patient safety. The rationale for choosing this leadership theory is its effectiveness in helping leaders and organizations navigate through the dynamic, complex, and challenging roles and demands of the healthcare environment. Furthermore, the leadership theory has a positive influence on staff. The positive effects on staff include reducing the risk of burnout, collaboration, commitment, job satisfaction, and positive performance.

 

References

Bakker, A. B., Hetland, J., Olsen, O. K., & Espevik, R. (2022). Daily transformational leadership: A source of inspiration for follower performance? European Management Journal., https://www.doi.10.1016/j.emj.2022.04.004.

Chen, J., Ghardallou, W., Comite, U., Ahmad, N., Ryu, H., Ariza-Montes, A., & Han, H. (2022). Managing Hospital Employees’ Burnout through Transformational Leadership: The Role of Resilience, Role Clarity, and Intrinsic Motivation. International Journal of Environmental Research and Public Health, 19(17):10941. https://doi.org/10.3390/ijerph191710941.

Chu, H., Qiang, B., Zhou, J., Qiu, X., Yang, X., Qiao, Z., . . . Yang, Y. (2021). The Impact of Transformational Leadership on Physicians’ Performance in China: A Cross-Level Mediation Model. Front Psychol, 12:586475. https://www.doi.10.3389/fpsyg.2021.586475.

Folkman, A., Tveit, B., & Sverdrup, S. (2019). Leadership in interprofessional collaboration in health care. J Multidiscip Healthc, 12:97-107. https://www.doi.10.2147/JMDH.S189199.

Hussain, M., & Khayat, R. (2021). The Impact of Transformational Leadership on Job Satisfaction and Organisational Commitment Among Hospital Staff: A Systematic Review. Journal of Health Management, 23(4):614-630.https://www.doi.10.1177/09720634211050463.

Ree, E., & Wiig, S. (2019). Linking transformational leadership, patient safety culture and work engagement in home care services. Nurs Open, 7(1):256-264. https://www.doi.10.1002/nop2.386.