Transformational Leadership

OBJECTIVES
After this lecture the candidates will be able to:

 Define both leadership and transformational leadership.

 Review the history of transformational leadership.

 Define the transformational leadership theory.

 Discuss the model of Transformational Leadership.

 Identify the Characteristics – traits of a Transformational Leader.

 Explain the benefits and application of Transformational leadership in Nursing.

 Evaluate Challenges face transformational leaders.

 Examine the effect of transformational leadership on leader effectiveness

 Distinguish the role of the phD-prepared nurses in leadership

 OUTLINES:
 Definition of leadership and transformational leadership
 The history of transformational leadership
 Transformational leadership theory
 The model of transformational leadership
 Characteristics\ Traits of transformational leader
 Benefits and application of transformational leadership in nursing
 Challenges face transformational leaders
 The effect of transformational leadership on leader effectiveness
 The role of PhD prepared nurses in leadership
 INTRODUCTION

 Leadership matters. Not only for nurses to thrive in their careers but for
them to advance effective healthcare for society.
 Nurses have been over-managed and led inadequately, yet today they face
unprecedented challenges and opportunities. Organizations constantly face
changes that require an increasingly adaptive and flexible leadership.
 This type of adaptive leadership is referred to as ‘transformational’.
?LEADERSHIP FIRST, WHAT IS LEADERSHIP AND WHO ARE LEADERS

 leadership is the discipline and art of guiding, directing, motivating,

and inspiring a group or organization toward the achievement of
common goals.
 It includes the management of people, information, and resources.
 It requires commitment, communication, creativity, and credibility.
It demands the wise use of power. “Leadership is ultimately about
creating a way for people to contribute to making something
extraordinary happen”
 LEADERSHIP FIRST, WHAT IS LEADERSHIP AND WHO
ARE LEADERS?

 Leadership is succinctly described as the following: In its essence, leadership in

an organization role involves

1) establishing a clear vision,

2) sharing (communicating) that vision with others so that they will follow
willingly,

3) providing the information, knowledge, and methods to realize that vision, and
4) coordinating and balancing the conflicting interests of all members of
stakeholders.
LEADERSHIP FIRST, WHAT IS LEADERSHIP AND WHO ARE
?LEADERS

 A leader comes to the forefront in case of crisis and is able to think

and act in creative ways in difficult situations. Unlike management,
leadership flows from the core of a personality and cannot be
taught, although it may be learned and may be enhanced through
coaching or mentoring.
WHAT IS TRANSFORMATIONAL LEADERSHIP?

 Transformational Leadership is a process through which leaders

influence others by changing the understanding of others of what is
important (Broome, 2015).
 Transformational leaders inspire others to achieve what might be
considered extraordinary results.
 Leaders and followers engage with each other, raise each other, and
inspire each other.
 It is a process of developing the leadership capacity of an entire
team.
WHAT IS TRANSFORMATIONAL LEADERSHIP?

 Transformational leadership serves to enhance the motivation,

morale, and job performance of followers through a variety of
mechanisms; these include connecting the follower's sense of
identity and self to a project and to the collective identity of the
organization.
?WHAT IS TRANSFORMATIONAL LEADERSHIP

 Transformational leadership includes value systems, emotional

intelligence, and attention to each individual’s spiritual side. It
connects with the very soul of the organization and honors its
humanity. It raises “human conduct and ethical aspirations of both
the leader and the led and, thus has a transforming effect on both”
(Burns, 1978).
 Transformational leaders are energetic, committed, visionary, and
inspiring. They are role models for trust. Their leadership is based
on commitment to shared values.
THE HISTORY OF TRANSFORMATIONAL
LEADERSHIP

 Attributed to James MacGregor Burns, who proposed the idea in

1978
 According to Burns, transformational leadership can be seen when
"leaders and followers make each other advance to a higher level of
morality and motivation.“
 Through the strength of their vision and personality,
transformational leaders are able to inspire followers to change
expectations, perceptions, and motivations to work towards
common goals.
THE HISTORY OF TRANSFORMATIONAL
LEADERSHIP

 Burns also described transformational leaders as those who can

move followers up on Maslow's hierarchy, but also move them to go
beyond their own interests.
 Other leadership scholars continue to build on the principle. Bass
(1985) developed the concept of a continuum between transactional
and transformational leadership.
 Unlike in the transactional approach, it is not based on a "give and
take" relationship, but on the leader's personality, traits and ability
to make a change through example, articulation of an energizing
vision and challenging goals.
THE HISTORY OF TRANSFORMATIONAL
LEADERSHIP

 Goleman further advanced the perspective to include aspects of

emotional intelligence, such as self-awareness, self-management,
social awareness, and relationship management
 Bass, Avolio, and Jung (2010) created an instrument to measure
transformational leadership, and many studies have been conducted
in diverse settings and disciplines to examine leadership among
various groups.
TRANSFORMATIONAL LEADERSHIP THEORY

 The Bass transformational leadership theory was formulated

by Bernard M. Bass in 1985. This theory specifies how a leader
influences his/her subordinates.

 According to the theory, leaders can influence their subordinated by

expanding their understandings of the importance of tasks, making
them realize to keep organizational and team goals above the
individual interest, and incorporating their development needs.
 TRANSFORMATIONAL LEADERSHIP THEORY

 As per Bass, a leader transforms his subordinates by the following

methods:
1. A leader ensures that his/her subordinates are fully aware of the
importance of tasks and so increases their awareness on the same.
2. A transformational leader keeps the organization and team’s
interest in priority and owns interest later on.
3. A transformational leader initiates the needs of subordinates that
are of higher-order.
TRANSFORMATIONAL LEADERSHIP THEORY

 Bass Transformational leadership theory is based on the below

assumptions:
• Task awareness leads to people’s motivation.

• A focused team having a common organization goal provides better

performance and results.
TRANSFORMATIONAL LEADERSHIP THEORY

 Bass’s theory predicts that making staff aware of the task value, the

inclination of staff towards achieving organizational goals before

their interest, and addressing the higher-order needs of them can be

of great help in the transformation of staff or subordinates.

THE MODEL OF TRANSFORMATIONAL LEADERSHIP
 CHARISMA OR IDEALIZED INFLUENCE

 A transformational leader is a role model of values and aspirations for followers.

He or she inspires trust and commitment to a cause.
 Charisma refers to the ability to inspire a vision.

 Charisma is the ability to influence others, to inspire not only a willingness to

follow, but also an expectation of success, an anticipation of becoming part of
something greater than self.
 Charismatic leaders know who they are and where the organizational unit they
are leading has the potential to go.
CHARISMA OR IDEALIZED INFLUENCE

 Charismatic leaders often emerge in times of crisis. They exhibit

personal qualities that draw people to believe and follow them.
 They inspire followers in a synergistic manner that provides safety,
direction, beliefs, and actions that exceed the expectations of either
follower or leader.
 Charisma may refer to a quality of authenticity, transparency, and
trust that draws others to you to share the vision and the will to
work toward the goal.
CHARISMA OR IDEALIZED INFLUENCE

 They tend to talk about their most important values and beliefs and
the importance of trusting one another.
 They emphasize a collective mission and note the importance of
having a strong sense of purpose.
 The members or team of the organization often emulates leaders
who possess idealized influence, viewing the leader as a charismatic
personification of the values and mission of that organization.
 INSPIRATION AND VISION

 Transformational leaders create a compelling vision of a desired future.

 Kouzes and Posner explained, “Every organization, every social movement, begins
with a dream. The dream or vision is the force that invents the future.”
 ” Thompson (2019) outlined how successful leaders create a shared vision: Be clear
about the desired destination, dream big, communicate a strong purpose, and set
strategic goals.
 Transformational leaders influence others by high expectations with a sight toward
the desired future. They set standards and instill others with optimism, a sense of
meaning, and commitment to a dream, goal, or cause.
 INSPIRATION AND VISION

 Incorporates those who talk optimistically about the future and articulate a

compelling vision for that future. They talk about what needs to be

accomplished, but express confidence that those goals will be achieved. A

person who uses inspirational motivation. creates an exciting image of what is

essential to consider. This type of motivational behavior encourages a sense of

team spirit, creating general enthusiasm—especially towards difficult

challenges.
 INTELLECTUAL STIMULATION

 The transformational leader is a broadly educated, well-informed

individual who looks at old problems in new ways.
 He or she challenges boundaries, promotes creativity, and applies a
range of disciplines, ideas, and approaches to find solutions. This
involves fearlessness and risk-taking.
 The transformational leader in healthcare reads broadly, takes lessons
from many disciplines beyond clinical practice, and engages as an
interested citizen in public discourse on a full range of topics.
 INTELLECTUAL STIMULATION

 Such a leader may find strategies from the arts and literature, humanities,
business, or other sciences. He or she consults experts from a variety of
fields and settings to weigh in on complex problems faced by the
organization.
 Such leaders ask questions. Asking questions about problems, large and
small, allows leaders to understand the landscape in which the problem
“lives,” and they can pull together teams to work on the problem and
encourage, expect, and nurture independent and critical thinking.
 INTELLECTUAL STIMULATION

 It implies that a transformational leader seeks differing perspectives when

solving problems, and gets others to look at those problems from a different
angle as well. Those who utilize intellectual stimulation also encourage non-
traditional thinking and suggest new ways of looking at how to complete
assignments.
INDIVIDUAL CONSIDERATION

 The transformational leader has a kind of humility that looks

beyond self to the mission of the organization and the value of the

work of others as individuals.

 Leader uses many professional skills including listening, coaching,

empathy, support, and recognition of the contributions of followers.

INDIVIDUAL CONSIDERATION

 The transformational leader enables others to act toward a

shared vision.
 The effective leader recognizes and promotes the
contributions of others and creates a culture of sharing,
celebration, and unity within the entire team. Who gets the
credit is less important than how team members affirm
each other’s work.
 INDIVIDUAL CONSIDERATION

• Transformational leaders effectively build on these characteristics and integrate

principles from a variety of leadership theories and pragmatic approaches to

advance, enhance, and expand clinical expertise from a focus on direct individual

patient care to a focus on the care of groups, aggregates, and entire populations in

a variety of environments. They consider the individual and the aggregate at once.
CHARACTERISTICS/ TRIATS OF A TRANSFORMATIONAL LEADER

 for the last 20 years, Kouzes and Posner (2007) have asked people to rate
the seven top characteristics of leaders they admire. They consistently
report the following adjectives in rank order: honest, forward looking,
competent, inspiring, intelligent, fair minded, broad minded, supportive,
straightforward, dependable, cooperative, determined, imaginative,
ambitious, courageous, caring, mature, loyal, self-controlled, and
independent.
CHARACTERISTICS/ TRIATS OF A TRANSFORMATIONAL LEADER

 There are some characteristics most of a transformational leaders share that

include:

 reflection and mission orientation,

 goal direction,

 presence and emotional intelligence,

 accountability and authenticity,

 vulnerability and fearlessness,

 creativity and innovation,

 building on strengths,

 moral sensitivity.
 REFLECTION AND PERSONAL MISSION

 Reflective leaders are acutely aware of how they connect with others,
where they are in the progress of their own and organizational goals,
and how they are opening paths for clear communication and goal
fulfillment.
 The nurse executive must also be comfortable with ‘aloneness’ because
great leaders must be comfortable being out in front of others, and
standing alone and firmly on issues critical to the mission and vision.
Such aloneness can facilitate reflection Once you create your personal
mission statement, you should be able to wear it comfortably, and it
should live for you.
 REFLECTION AND PERSONAL MISSION

 When your mission statement is clear, it becomes easier to set and

achieve goals toward its fulfillment. You can be more clear to know when
you are off or on track toward success.

 Reflection and personal mission benefit the individual leader, but more
than that, they provide the leader with a perspective that can become
contagious within the organization.
 GOAL DIRECTION

 Personal reflection and a personal mission statement open the mind-space to

see what needs to be done to enable the development of specific and
appropriate goals. One of the most critical characteristics of a successful leader
is orientation toward goal setting.

 Studies have shown that the goal-focused leader actually enables conscientious
workers to perform their own jobs more effectively, because they have a better
understanding of how their jobs fit with organizational priorities.
 GOAL DIRECTION

 The origin of goal-directed leadership is often credited to Peter Drucker (1954),

who proposed “management by objectives.” Major characteristics include

 (1) defined goals or objectives for the organization,

 (2) individual objectives by the leader and followers,

 (3) shared decision making,

 (4) setting a specific time frame for achievement of goals and objectives, and

 (5) shared evaluation of performance based on the objectives

 PRESENCE AND EMOTIONAL INTELLIGENCE

 The fundamental rule for leadership is to “show up.” Wherever you are
working, you must be present and accountable in the moment. Others can
easily perceive if you are present where you are. They know if you are
truly listening. Having presence helps others to feel that their time, energy,
contributions, and feelings are valued. Presence builds trust and
commitment.
 Presence accompanies authenticity, high emotional intelligence, and
communication. Be there, without distraction, highly focused, and
engaged. Make sure you connect. Practice how you might show
confidence, energy, empathy, and credibility.
 PRESENCE AND EMOTIONAL INTELLIGENCE

 In order to facilitate transformational practices, a leader must display a

variety of intelligences, especially social and emotional intelligence.
Emotional intelligence encompasses humility, conscientiousness, and
emotional stability.
 ACCOUNTABILITY AND AUTHENTICITY

 For the expert clinician making the transition to organizational leader, it is sometimes
difficult to transform thinking about accountability and responsibility. It requires a
shift in considering accountability from a personal issue or task to be accomplished,
to a team or organizational perspective while still retaining personal accountability.

 the accountable leader understands and takes full responsibility for the organization
at all levels. The leader never has a day or even an hour “off”; the leader is always on
duty as keeper of accountability of the organization to its constituents.
 ACCOUNTABILITY AND AUTHENTICITY

 Authentic leadership has been further defined as “a pattern of transparent

and ethical leader behavior that encourages openness in sharing information
needed to make decisions while accepting follower’s inputs”

 George outlined five key characteristics of the authentic leader: (1) the
ability to understand his or her own purpose, (2) adherence to solid values,
(3) the capacity to lead with the heart, (4) the establishment of enduring
relationships, and (5) the practice of self-discipline
 VULNERABILITY, RISK TAKING, AND FEARLESSNESS

 Transformational leaders must cultivate a type of vulnerability that allows

a measure of humility that opens them to take the risks involved in
promoting change and transforming others.

 To be vulnerable is to admit to uncertainty, to realize that you do not

know everything, but are willing to learn and to be open to growth.
 VULNERABILITY, RISK TAKING, AND FEARLESSNESS

 Visionary leadership is a highly personal and courageous act. You must

act with fearlessness and courage to pursue your vision.

 Courage may take many forms in leadership. It may be reaching to be

first, to be different, to speak the truth, to listen, to act, and even to fail

 fearlessness is not “recklessness.” Fearlessness requires thought,

assessment, planning, analysis of evidence, method, and deliberate
planned risk taking. It requires trust in yourself and in others, and it will
engender trust in you and inspire courage in others.
”.SIX STAGES TO A “CYCLE OF VULNERABILITY

1. recognize and value uncertainty:

2. choose to take risks that challenge the status quo.
3. stretch organizational capacity by stimulating the latent potential of
employees.”
4. live the new capacity.” Put on the new roles and ways of functioning and
try them for fit. Expect the unexpected as you integrate new ideas and
processes, coach others, and “lead the way to a state of mutual trust”
5. evaluate outcomes,
6. cherish the resulting new knowledge.
 INSPIRED CREATIVITY AND INNOVATION

 “The most critical competencies in a leader, and the least susceptible to

measurement, are creativity and vision” (Orsino, 2013).

 Gong et al. (2019) demonstrated that employee creativity is positively

related to job performance, that transformational leadership is a significant
predictor of employee creativity
 INSPIRED CREATIVITY AND INNOVATION

 Florida and Goodnight (2005) outlined principles for leaders to support

creativity in the face of the challenges of reality:
1. Remove distractions from employees and promote intellectual engagement
to encourage them to do their best work.
2. Require managers to be responsible for creativity and engage them in such
processes.
3. Engage customers, clients, and the community as creative partners.
 BUILDING ON STRENGTHS

 The healthcare system of the future needs executives who know their strengths and build
on them, who recognize the strengths of others, and who develop effective approaches
that heal others. Unfortunately, it is sometimes easier to identify your personal
weaknesses than to know your strengths and build on them.
 Once you make the decision to lead, take advantage of the myriad of opportunities to
build on your strengths to prepare or renew for a leadership role:
Join and participate in major professional organizations. Take advantage of opportunities to
be near other admired leaders. Watch how they function. Seek out mentors.
 MORAL SENSITIVITY AND REASONING

 Moral sensitivity and reasoning are about recognizing values, and the influence
of per­sonal and organizational values on both the leadership and productivity of
the organization.

 Successful organizations are those whose system values are aligned with the
values of the individuals within the organization and within the community in
which they reside.
BENEFITS OF TRANSFORMATIONAL LEADERSHIP IN NURSING

Transformational leadership in nursing:

 creates an atmosphere that fosters higher job satisfaction.
 is associated with higher levels of employee morale.
 has a significant, positive impact on patient safety and overall patient
outcomes.
 stimulates creativity and encourages learning.

 help bring motivation and enthusiasm to the workplace.

 HOW TO APPLY TRANSFORMATIONAL LEADERSHIP IN NURSING?

1.Transformational Leadership Action: Offering Support and Recognition

 It is no secret that being recognized for a job well done feels awesome.
Successful transformational nurse leaders understand the importance of making
others feel appreciated. The simplest effort such as openly acknowledging
someone in front of peers can make a significant difference in employee morale
and work ethic.
HOW TO APPLY TRANSFORMATIONAL LEADERSHIP IN
?NURSING

2. Transformational Leadership Action: Practicing Integrity

 Integrity is the decision to do right, even when you think no one is
watching. The truth is, there is almost always somebody watching. Nurses
who demonstrate transformational leadership in nursing successfully have
one thing in common: integrity
 HOW TO APPLY TRANSFORMATIONAL LEADERSHIP IN
?NURSING

3. Transformational Leadership Action: Inspiring Others to Look Beyond Self-

Interest
 The most effective nurses are those who remember the significance in looking
beyond self-serving interest to find what is most beneficial to patients, their
teams, and the organizations for whom they work. Transformational nurse
leaders demonstrate this characteristic by modeling behavior that supports
others first, even if it means feeling inconvenienced at times.
HOW TO APPLY TRANSFORMATIONAL LEADERSHIP IN
?NURSING

4. Transformational Leadership Action: Inspiring Motivation

 It doesn’t take a lot of skill to find things to complain about. Being an
inspiration, on the other hand, sometimes takes effort. Transformational
leadership in nursing sometimes means being the inspiration that
motivates others, even if we don’t feel like it. Demonstrating confidence in
others’ abilities and showing appreciation for their efforts is a win-win for
everyone.
 HOW TO APPLY TRANSFORMATIONAL LEADERSHIP IN
?NURSING

5. Transformational Leadership Action: Celebrating the Small Wins

 Strong transformational leaders understand the importance of finding the good in
every situation. When transformational nurse leaders acknowledge even the
smallest efforts by their team to succeed, team members feel appreciated and
empowered to do more. As a result, they work harder and more efficiently.
 CHALLENGES FACE TRANSFORMATIONAL LEADERS

 The current state and pace of healthcare change continue to create unprecedented
challenges for individuals, families, and communities of the nation and the world.
Healthcare continues to grow more complex, corporate, costly, and expansive.

 leaders face a host of health problems and disparities, such as greater incidence of
chronic illnesses, comorbidities, new epidemics of infectious diseases and opioid use,
and growing numbers of vulnerable, underserved, and aging populations. Important
issues of artificial intelligence, cybersecurity, disaster preparedness, drug prices, and
patient experiences add further challenges to today’s leaders (Siwicki, 2017).
CHALLENGES FACE TRANSFORMATIONAL LEADERS

 The context of health and healthcare has changed dramatically in the past
decade. We now recognize that patients spend most of their time living
with their illness outside clinics and inpatient units. Our care delivery
models of the past heavily focused on highly technical inpatient settings.
Care is now, more than ever, expanded into the community and the homes
of patients.
CHALLENGES FACE TRANSFORMATIONAL LEADERS

 We need nurse leaders who can draw from their roots in clinical practice to
collaborate with leaders in other disciplines, with policy makers, and with
members of the community to create new solutions to the problems facing
all of us, to improve quality of life, to transform healthcare systems, and to
inspire the next generation of leaders.
 CHALLENGES FACE TRANSFORMATIONAL LEADERS

 Preparation at the highest level of practice must include preparation for leadership.

 The world needs expert clinicians to become transformational leaders. The world

needs you to become a leader to transform healthcare for the next generation
THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON LEADER
EFFECTIVENESS

 Effective leadership is the process of influencing others to understand and agree

about what needs to be done and how it can be done effectively, and the process of
facilitating individual and collective efforts to accomplish the shared objectives.

 Cooper and Nirenberg sees leader effectiveness as the successful exercise of

personal influence by one or more people that results in accomplishing shared
objectives in a way that is personally satisfying to those involved.
 THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON
LEADER EFFECTIVENESS

 asserted that good leader-follower relationships encourage increased feelings of

leader-efficacy and group-efficacy and subsequently the collective effectiveness
of the group.
 Charismatic leaders communicate symbolically, use imagery, and are persuasive
in communicating a vision that promises a better future.
 transformational leaders broaden and elevate the interests of their employees,
when they generate awareness and acceptance of the purposes and mission of the
group and when they stir their employees to look beyond their own self-interest
for the good of the group.
THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON
LEADER EFFECTIVENESS

 Transformational leader articulates the vision in a clear and appealing manner,

explains how to attain the vision, acts confidently and optimistically, expresses
confidence in the followers, emphasizes values with symbolic actions, leads by
example, and empowers followers to achieve the vision.

 The leader raises followers’ expectations and inspires action by communicating

confidence that they can achieve these ambitious goals.

 The leader appeals to followers’ intellects by creating problem awareness and

problem solving, of thought and imagination, and of beliefs and values.
 THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON
LEADER EFFECTIVENESS

 Transformational leaders can influence and motivate the behavior of employees

in such a way that the resultant behavior has a positive impact on the
organization.

 By showing respect and confidence in their followers, transformational leaders

create a greater degree of trust and loyalty of the followers to the extent that
followers are willing to identify with the leader and the organization.
ROLE OF THE PhD-PREPARED NURSE IN LEADERSHIP

 Develop and evaluate care delivery approaches that meet the current and future
needs of patient populations based on scientific findings in nursing and other
clinical sciences, as well as organizational, political, and economic sciences.
 Ensure accountability for the quality of healthcare and patient safety for
populations with whom they work.
 Use advanced communication skills/processes to lead quality improvement and
patient safety initiatives in healthcare systems.
ROLE OF THE PhD-PREPARED NURSE IN LEADERSHIP

 Employ principles of business, finance, economics, and health policy to

develop and implement effective plans for practice-level and/or system-
wide practice initiatives that will improve the quality of care delivery.
 Develop and/or monitor budgets for practice initiatives.

 Analyze the cost-effectiveness of practice initiatives accounting for risk

and improvement of healthcare outcomes.
ROLE OF THE PhD-PREPARED NURSE IN LEADERSHIP

 Demonstrate sensitivity to diverse organizational cultures and populations,

including patients and providers.
 Develop and/or evaluate effective strategies for managing the ethical
dilemmas inherent in patient care, the healthcare organization, and
research.
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THANKS