Transformational Leadership in Nursing

📄 Words:	1444
📝 Subject:	Nursing
📑 Pages:	8
📚 Topics:	Nursing Leadership

Introduction

If leaders focus on the nine dimensions of the leadership of leadership behaviour, they are likely to create a productive work environment for their teams, consequently helping their organizations achieve their goals. The nine include: establishing a clear vision, providing support, developing followers, encouraging innovation, fostering productive culture, managing change, empowering others, building relationships, and modelling ethical behaviour (Akanji et al., 2019; Imam et al., 2020; Miles & Scott, 2019; Shafique et al., 2019). One of the theories commonly used to identify leadership developmental goals by managers is the transformational leadership theory (Çop et al., 2020; Yavuz, 2020). Transformational leaders usually focus on inspiring and motivating their followers to achieve their full potential and work towards a shared vision set by their organization (Budur, 2020; O’Reilly & Chatman, 2020; Siangchokyoo et al., 2019). Based on transformational leadership theory, the three developmental goals relevant to the nine dimensions can help leaders to be more effective in their roles (Görgens-Ekermans & Roux, 2021)). The three key goals are: enveloping and communicating a clear vision effectively, creating a positive and supportive work environment, and empowering and inspiring followers.

Background of Management Theories Relevant to Nursing Practice

Leadership and management theories have a long history and have helped leaders in different fields, including healthcare, make effective decisions. Some leadership theories, such as transformational leadership under review, have positively impacted the healthcare industry, such as improving patient outcomes and employee satisfaction (Budir, 2020; O’Reilly & Chatman, 2020). This is due to transformational leaders inspiring and motivating their followers to achieve their full potential and work towards a shared vision (Lai et al., 2020). These leaders are also known for creating a positive and supportive work environment where employees feel valued and empowered, thus creating a better state for the hospitals. Transformational leadership theory is used with other leadership and management theories, such as Total Quality Management (TQM). This theory of quality controls emphasizes continuous improvement of the healthcare system and has relevance to the health and nursing practice since it leads to improved patient outcomes, increased efficiency, and reduced costs (Bouranta et al., 2019; Dicuonzo et al., 2022; Usak et al., 2019; Zaid et al., 2020). Leadership and management theories have even more impacts on the healthcare system as the profession requires good communication skills, conflict resolution, and ethical decision-making.

How I Identified Management Developmental Needs

I identified developmental management needs by first doing a self-assessment and identifying my internal drivers, including my strengths as well as my weaknesses. One of the strengths I identified about myself is strong emotional control and not shouting at my colleagues easily. As narrated in appendix C, when an assistant of mine refused to help out a patient, I was frustrated but held my tongue and did not should at him as most supervisors would have done. This strength is good since it helps prevent conflicts but could also be a shortcoming since the assistant could easily keep the bad behaviour. Leaders and nurses who possess similar traits like be should self-reflect and decide how they can ensure they avoid conflicts with their colleagues while still ensuring mistakes are corrected. An excerpt from a personal journal on 25^th February 2023 where I recorded, ” At the time, I felt very anxious about handling the situation and wanted to consult my instructor ” see appendix C. This excerpt shows that during times of difficulty, medical professionals need guidance from their supervisors.

I also identified managerial developmental needs by using external drivers such as healthcare policies, technological advancements and the competitive landscape. For instance, instance in appendix C I was faced with a patient who needed care, but despite lacking confidence, it was my role as a professional bided by roles to provide assistance. External drivers could also have been used when I dealt with the assistant who was not willing to perform his role. I as a leader was capable of taking legal action against the colleague and having them sued for negligence and lack of competence in work. However, as I have reflected, I was not able to conduct my mandate as a leader in the required manner.

Critical Application of Leadership Developmental Goals

To Develop a Clear Vision and Communicate it Effectively

One of the goals that would help leaders become more effective in developing a clear vision and communicating it effectively. If the leaders formulate an appealing and compelling vision for the organizations and follow it, they will likely witness positive progress (Alsharif et al., 2021). For them to achieve this developmental goal, the leaders must be willing to think strategically over a long time (Dirani et al., 2020; Hai et al., 2021). Leaders should conduct a Strength, Weakness, Opportunities, and Threat (SWOT) analysis to find matters affecting their institutions internally and externally. Once a proper strategic analysis has been conducted, the leaders should effectively communicate their findings to the rest of the organization. The managers must ensure that verbal and non-verbal communication strategies are utilized appropriately to ensure that all workers know what is expected of them by the organization.

To Create a Positive and Supportive Work Environment

Transformational leaders could also drive positive change by creating a positive and supportive work environment. The achievement of the aforementioned goal requires leaders to be emotionally intelligent to manage their subordinates’ emotions. Leaders should always aim to remain empathetic and supportive towards their followers and create a safe and inclusive work environment (Dinh et al., 2021). In addition, leaders should set an achievable goal of providing coaching and mentoring to their followers to help them develop their skills and reach their full potential. Good coaching and mentoring should entail providing feedback, recognition, and support to their followers (Ellinger & Ellinger, 2020; Leclerc et al., 2020). Creating a supportive work environment also requires leaders to aim to set systems that manage and control conflicts within and even externally.

To Empower and Inspire Followers

The third goal that transformational leaders have to aim for is empowering and inspiring followers to take ownership of their work and achieve their full potential. To achieve this target, leaders should delegate tasks and responsibilities to their workers based on their skills and capabilities. This delegation would boost trust and confidence among workers and encourage them to take ownership of their work. Inspiring the workers also needed the leaders to target innovation and risk-taking among their workers (Alblooshi et al., 2020; Johnson & Lambert, 2020). This goal can be achieved by providing opportunities for experimentation, learning from failure, and rewarding the workers for creativity and innovation. Finally, leaders need to target personal growth among their followers. To achieve these goals, leaders need to ensure that the areas where the workers seek to align with their skills and passions. This encouragement of workers can be achieved through training, development, and career advancement to help the workers achieve their various goals.

Critical Evaluation of my Progress

The first way I can assess my progress as a nursing leader is by considering the goals I set for myself when I started the profession and the new objectives I have set as time has progressed. One of the goals was to inspire change, and through my confident approach to things, I can now inspire patients and colleagues. I have also been able to maintain my strengths, such as avoiding conflicts, while reducing my weaknesses, such as reducing fears and trepidations about approaching new people and situations. When I reflected upon my state of mind when I faced the anxiety disorder patient, I saw that I had been able to build my courage since the event happened (see appendix B). As a nursing leader, I can also evaluate my progress by considering the impact I have made as a professional. First, I have helped the organizations I have worked for to reduce patient wait time by ensuring that all nursing is willing to serve. This benefit is enjoyed by both the medical institutions and patients who now get timely and appropriate care. However, I have also had a negative process in some areas, including reduced empathy towards the assistant workers.

Conclusion

The three key roles of transformational leadership are developing a clear vision and communicating it effectively, creating a positive and supportive work environment, and empowering and inspiring followers. Transformational leadership theory emphasizes the importance of leaders developing specific skills to inspire and empower their followers, create a supportive work environment, and communicate a clear vision. If leaders set goals and focus on achieving them, their organization will witness improved effectiveness and higher organizational performance. As a nursing leader, I have incorporated these transformational leadership principles in my work and witnessed positive outcomes.

References

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Alblooshi, M., Shamsuzzaman, M., & Haridy, S. (2020). The relationship between leadership styles and organizational innovation. European Journal of Innovation Management, ahead-of-print(ahead-of-print). Web.

Alsharif, H. Z. H., Shu, T., Obrenovic, B., Godinic, D., Alhujailli, A., & Abdullaev, A. M. (2021). Impact of Entrepreneurial Leadership and Bricolage on Job Security and Sustainable Economic Performance: An Empirical Study of Croatian Companies during COVID-19 Pandemic. Sustainability, 13(21), 11958. Web.

Bouranta, N., Psomas, E., Suárez-Barraza, M. F., & Jaca, C. (2019). The key factors of total quality management in the service sector: a cross-cultural study. Benchmarking: An International Journal, 26(3), 893–921. Web.

Çop, S., Olorunsola, V. O., & Alola, U. V. (2020). Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help? Business Strategy and the Environment, 30(1), 671–682. Web.

Dicuonzo, G., Donofrio, F., Fusco, A., & Shini, M. (2022). Healthcare system: Moving forward with artificial intelligence. Technovation, 102510. Web.

Dinh, J. V., Reyes, D. L., Kayga, L., Lindgren, C., Feitosa, J., & Salas, E. (2021). Developing team trust: Leader insights for virtual settings. Organizational Dynamics, 50(1), 100846. Web.

Dirani, K. M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R. C., Gunasekara, N., Ibrahim, G., & Majzun, Z. (2020). Leadership competencies and the essential role of human resource development in times of crisis: A response to COVID-19 pandemic. Human Resource Development International, 23(4), 380–394. Web.

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Imam, H., Naqvi, M. B., Naqvi, S. A., & Chambel, M. J. (2020). Authentic leadership: Unleashing employee creativity through empowerment and commitment to the supervisor. Leadership & Organization Development Journal, 41(6), 847–864. Web.

Johnson, S. K., & Lambert, B. K. (2020). Why diversity needs inclusion and how leaders make it happen. Inclusive Leadership (pp. 60–69). Routledge.

Lai, F. Y., Tang, H. C., Lu, S. C., Lee, Y. C., & Lin, C. C. (2020). Transformational leadership and job performance: The mediating role of work engagement. Sage Open, 10(1). Web.

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Appendix A

Date 21/10/2022 Reflection No 1

Nature of the Experience I was doing my shift in a hospital administering medication to elderly patients with dementia. One of my clients was troublesome and resisted taking the medication, which troubled both myself and his family. I tried all communication and persuasion skills I had learned in school and from personal experience, but none was successful. Feeling disappointed and hopeless, I consulted the leading nurses for assistance. The senior nurse’s guidance turned out to be helpful, and the patient took his medication. This experience taught me the importance of seeking guidance when faced with a challenging situation.

How the Experience Improved Me I have always believed in continuous improvement for nurses and other healthcare professionals if optimal patient care is to be achieved. The experience cemented my belief since I discovered that a healthcare professional must be willing to ask for assistance from more qualified colleagues. Gutiérrez-Puertas et al. (2020) recommend that nursing students need to have their communication courageous to seek help from their leaders whenever problems occur. Studies show that new nurses do not communicate freely with the more experienced ones, which could result in them failing to deliver well in the workplace (Ulenaers et al., 2021). From this experience, I learned that nursing students need to be put near their supervisors to establish a bond, thus, free communication. From that experience learned that I should always be free to ask my colleagues questions whenever I get stuck. Skills with patients improved. From the interaction with the dementia patient, I learned that the best way to boost these skills is to let the students practice independently and only seek counsel when problems arise. However, the importance of letting the nursing students put their skills into practice was not the only thing that I learned that was capable of improving practice. An even more important lesson was the importance of the students and less experienced healthcare professionals being

References Gutiérrez-Puertas, L., Márquez-Hernández, V. V., Gutiérrez-Puertas, V., Granados-Gámez, G., & Aguilera-Manrique, G. (2020). Educational interventions for nursing students to develop communication skills with patients: a systematic review. International journal of environmental research and public health, 17(7), 2241. Web. Ulenaers, D., Grosemans, J., Schrooten, W., & Bergs, J. (2021). Clinical placement experience of nursing students during the COVID-19 pandemic: A cross-sectional study. Nurse Education Today, 99(1), 104746. Web.

Appendix B

Date 02/11/2022 Reflection No 2

Nature of the Experience As a nurse serving patients with mental health issues, I was assigned to this patient whose symptoms revealed that they suffered from severe anxiety. At the time, I felt very anxious about handling the situation and wanted to consult my instructor. Unfortunately, she and my other colleagues were all unavailable for consultation since they were busy serving other clients. Left with no choice, I knew I had to take charge, be confident in myself and approach the patient without fear and trepidation. However, I was surprised that the patient responded positively to my confident approach. I learned that it is always important for nursing leaders to ensure their subordinates remain confident of themselves and their abilities.

How the Experience Improved Me As a leader in the healthcare profession, I learned from the experience narrated above that workers need to be left alone and figure things out by themselves. Ahmad et al. (2021) argue that workers, particularly in the healthcare industry, must be creative and able to figure things out by themselves since the case with every client is different. However, autonomy should come with responsibility and promotions, pay, and other incentives should be given based on a worker’s performance (Sterner et al., 2019). The event showed me that experience is the best teacher and that we should give subordinates autonomy to make what they feel is the best decision. Confidence is key in all healthcare professions but is particularly necessary for mental healthcare, where the expert has, demonstrates a high level of understanding to their clients. Approaching people with a history of mental conditions without any reservations can make them feel free to open up to caretakers, consequently facilitating better care for the patient. Some reasons confidence is so important in mental healthcare include: establishing trust, showing that the psychiatrist is in control, reassuring the victim and can help model the patient’s behaviour (Seaward et al., 2021). Learners need to constantly remind their staff of the importance of having a confident approach.

References Seaward, H., Wangmo, T., Vogel, T., Graf, M., Egli-Alge, M., Liebrenz, M., & Elger, B. S. (2021). What characterizes a good mental health professional in court-mandated treatment settings? Findings from a qualitative study with older patients and mental health care professionals. BMC Psychology, 9(1). Web. Sterner, A., Hagiwara, M. A., Ramstrand, N., & Palmér, L. (2019). Factors developing nursing students and novice nurses’ ability to provide care in acute situations. Nurse Education in Practice, 35, 135–140. Web.

Appendix C

Date 21/11/2022 Reflection No 3

Nature of the Experience As a nurse leader in a hospital, I had a frustrating and confusing new nursing assistant who refused to help a patient with a morbidity challenge dress up. The assistant, for some reason, refused to help out, and I, as the leader, had to intervene. As best practice has it, I explained the procedure to the assistant on what is expected of them and how they should act, but the nurse still refused to act. Frustrated, I felt like I would lash out at him but stopped as I did not want to stir up conflict. Eventually, nothing could be done, and the refusal caused delays had to stay in a waiting room until another nurse came and helped. After the experience, I reflected on the situation and found out that maybe the best solution would have been to take action myself and set an example for the assistant nurse.

How the experience Improved me This was one of the most impactful experiences in my career as a nursing leader, as it showed me how challenging leadership is. First, healthcare leaders are constantly faced with dilemmas, including balancing patients’ needs with that of staff, managing conflicts and making difficult changes (Figueroa et al., 2019). Through this experience alone, I had to grapple with all three at the same time. First, balancing the needs of the patients and that of the staff was demonstrated by the fact that the patient needed urgent care, but the professional felt that they were not in a position to take charge. The situation improved me in future, and I will categorically inform the assistant nurses of the actual roles they will be expected to perform. I also learned that managing conflict in the healthcare industry is not as easy and that avoidance of conflict between leaders and their assistants could result in poor service delivery. If a similar problem comes up in future, I will be more open to mentioning the terms of the agreement with the assistant and telling them what their role really should be. Similarly, I am now more open to making changes in the way I deal with the staff. Instead of telling them what to do, I learned that it is more important to show them what to do.

References Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: a rapid review. BMC Health Services Research, 19(1). Biomedcentral. Web.