NRS 440 VN Topic 4 CLC Leadership Styles and Nursing -CLC Presentation KR

NRS 440 VN Topic 4  CLC Leadership Styles and Nursing -CLC Presentation KR

NRS 440 VN Topic 4 CLC Leadership Styles and Nursing -CLC Presentation KR


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Transformational Leadership Theory


Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests
The concept of transformational leadership was initially introduced by leadership expert and presidential biographer James MacGregor Burns (Boamah et al., 2018).
There are four factors to transformational leadership, (also known as the “four I’s”)
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individual Consideration
Transformational leaders motivate by increasing self-efficacy in follower

James MacGregor Burns, a leadership specialist and presidential biographer, was the first to establish the notion of transformative leadership. Transformational leadership may be demonstrated when “leaders and followers push one other to a greater degree of moral and drive,” according to Burns. Individuals must demonstrate four key criteria in order for leaders to undertake transformational leadership. Transformational leadership theory goes beyond simply stating what it is and outlines how leaders may put this sort of leadership into action. The basic concept of transformational leadership is to motivate people to be their best selves. Leaders that adhere to this way of life become change agents who inspire colleagues to become leaders as well(Boamah et al., 2018).
Transformational leadership is defined by four qualities (sometimes known as the “four I’s”): idealistic influence, inspiring motivation, intellectual stimulation, and individual concern. Each component will be covered in order to assist managers in implementing this method in the workplace. Idealized influence refers to managers who serve as role models for their employees. Managers who inspire associates to commit to the organization’s mission are described as using inspirational motivation. Managers who stimulate invention and creativity by questioning a group’s usual assumptions or viewpoints are described as engaging in intellectual stimulation. Individual consideration refers to managers who serve as mentors and counsellors to their employees(Boamah et al., 2018).
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NRS 440 VN Topic 4 CLC Leadership Styles and Nursing -CLC Presentation KR

Traits and Practices of Transformational Leader
Transformational Leader Traits Includes (Boamah , 2018):
Keep Their Egos in Check.
Self-Management.
Ability to Take the Right Risks.
Make Difficult Decisions.
Entertain New Ideas.
Adapt Quickly and Easily.
Team First Attitude.
Transformational Leadership Practices Includes (Alqatawenh et al., 2019):
Be Comfortable With Experimentation.
Take Personal Responsibility.
Always Look For An Opportunity To Improve.
Ideas Should Be Of Greater Concern Than Processes.
Personal Accountability
Connect With Their Strengths, Purpose And Values
Willing To Experiment With New Behaviors And Take Action.

Transformational leaders work hard to keep their egos in check, putting the needs of their team and company ahead of their own personal benefit. In this way, they also evoke trust, which leads to the highest company-wide performance. Transformational leaders aren’t usually dependent on others to decide their course. They may prioritize, choose a course of action, and be held accountable for the results. They also know how to leverage their personal motivation to excite people around them. These leaders do what they like, and their values are compatible with those of the organizations they represent. His crew is close behind him, completing the required study to properly assess the situation. Transformational leaders never let complacency or self-satisfaction keep them from taking calculated risks. Transformational leaders, like any other management, must make difficult decisions. Unlike transactional leaders, transformational leaders’ crucial choices might cannibalize current company and shift the firm away from its tried-and-true methods(Boamah , 2018).
They establish a vision for the company that is both inspirational and practical. They are skilled in rallying people to effect the essential change that will result in a different outcome. To accomplish so, they must effectively communicate while developing a feeling of purpose, dedication, and belonging. Transformational leaders are able to move the business in a path that will boost the company’s long-term sustainability once they have achieved buy-in to the common goal (Boamah , 2018).
Transformational leaders must prioritize adaptation and be content with adapting their abilities and talents to any environment. Leaders must not take the “this is how we’ve always done it” attitude. As a result, students must experiment with numerous problem-solving approaches. Leaders who are really attempting to change their environment must accept responsibility for both positive and negative changes in management. To truly change a situation for the better, leaders must take personal responsibility for the work their teams and they do. They must feel at ease while searching for methods to improve their team, procedures, and the overall work environment. All adjustments, however, must be made with the best interests of the team in mind(Alqatawenh et al., 2019). If someone comes up with an inventive concept that has a high chance of success, it should be prioritized above a method. Creativity and innovation should be rewarded, not outdated ideas that may no longer serve a function(Alqatawenh et al., 2019).
As transformative leaders, they must be willing to try new things. They must concentrate on adaptation and being content with modifying their abilities and talents to any environment. Leaders must not take the “this is how we’ve always done it” attitude. As a result, students must experiment with numerous problem-solving approaches. When it comes to cooperation and collaboration, it is all too simple to assign blame. Leaders who are really attempting to change their circumstances, on the other hand, must accept responsibility for both positive and negative changes in management. To truly change a situation for the better, leaders must take personal responsibility for the work their teams and they do. Some things are better left alone, but there are times when change is necessary. Leaders must feel at ease searching for methods to improve their team, procedures, and the overall work environment. All adjustments, however, must be made with the best interests of the team in mind.
Transformational leaders constantly manage with their people’ esteem, conviction, and ambition in mind. Their objective should be to inspire people to perform their best job for the benefit of themselves and the organization, with the hope that they, too, can become transformational leaders. If someone comes up with an inventive concept that has a high chance of success, it should be prioritized above a method. Creativity and innovation should be rewarded, not outdated ideas that may no longer serve a function. By providing regular updates, you may increase trust and strengthen leadership communication. Share corporate aims and objectives on a regular basis. Create a status feed that asks, “How did you contribute to the team’s goals this week?” to easily create frequent status updates for your team members. These are all factors that can encourage higher job satisfaction and employee engagement. They are willing to look for opportunity in change. A leader with good leadership abilities can readily encourage and influence the organization’s personnel and implement meaningful changes…. performance, but also impacts the behaviour and attitude of the organization’s employees for the better.

NRS 440 VN Topic 4 CLC Leadership Styles and Nursing -CLC Presentation KR

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Ways to Practice Servant Leadership


Ways to Practice Servant Leadership are as follows (Crede et al., 2019) :
Focusing on the needs of those they lead before their own
Acknowledging others perspectives
Involving those they lead in decisions where appropriate
Building a sense of community within the team. 
Giving them the support they need to meet their work and personal goals.
Practice Stewardship
Servant leadership is about concentrating on the needs of others rather than their feelings. Servant leaders are more likely to have engaged workers and stronger connections with team members and other stakeholders than leaders who prioritize their own interests above the interests of others. Servant leaders want to assist those who are doing poorly get better and those who are doing well do even better.
Leaders who practice servant leadership and have a deep grasp of their personal leadership characteristics may successfully lead others and traverse the particular obstacles of nursing and health care by
Focusing on the needs of people they lead before their own- servant leaders consider and set aside their own emotions and actions in order to evaluate how they influence those they lead. They can exercise stewardship, which entails accepting responsibility for your team’s activities and performance, as well as holding team members accountable for their roles in your business. This will aid in meeting the needs of people they lead, which will aid in the creation of a healthy environment (Crede et al., 2019) .
Recognizing others’ points of view and providing them with the assistance they require to achieve their professional and personal objectives- Servant leaders try to comprehend the objectives and views of people they lead by momentarily setting their own viewpoint aside, appreciating the opinions of others, and approaching circumstances with an open mind (Crede et al., 2019) . 
Where appropriate, including those they lead in decision-making and fostering a sense of community within the team. Servant leaders frequently make a genuine commitment to listening to individuals they lead and understanding their ideas by paying close attention to them, observing their body language, not interrupting them when they are speaking before they finish, and providing comments on what they say. Leaders may foster a sense of community within their teams by allowing individuals to communicate with one another throughout the company and encouraging them to take responsibility for their work by reminding them that what they do adds to the organization’s performance and broader goals (Crede et al., 2019) .
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Examples of Transformational Leadership


Two Examples of Transformational Leadership are as follows:
Organization of a social event
Encouragement to voice the opinions how to improve organization
A leader might plan social events such as team lunches and barbecues, design his or her workplace to encourage employees to converse informally away from their desks, and devote the first few minutes of meetings to non-work-related topics in order to foster a feeling of community among team members. In the event, leader can motivate and encourage the employees in a productive way by using some quiz games and presenting some work related awards to hard working workers to create a positive environment of competition that will motivate other team members to do even more hard work and helping the company to reach its goal in a faster pace.
The leader can encourage individuals he or she leads to give their thoughts and share their ideas as to how the company can enhance its operation and what instruments would be more beneficial for organization. By doing so, the leader will indeed be embracing other people’s opinions and providing them with the tools they need to succeed in the organization. Leadership entails concentrating on the needs of others rather than personal feelings. Transformational leaders are more likely to have engaged workers and stronger connections with team members and other stakeholders than non-transformational leaders. They seek to assist those who are performing poorly in performing well, as well as those who are performing well in performing even better.
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NRS 440 VN Topic 4 CLC Leadership Styles and Nursing -CLC Presentation KR

References


Boamah, S. A., Laschinger, H. K. S., Wong, C., & Clarke, S. (2018). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing outlook, 66(2), 180-189.
Boamah, S. (2018). Linking nurses’ clinical leadership to patient care quality: The role of transformational leadership and workplace empowerment. Canadian journal of nursing research, 50(1), 9-19.
Crede, M., Jong, J., & Harms, P. (2019). The generalizability of transformational leadership across cultures: A meta-analysis. Journal of Managerial Psychology.
Alqatawenh, A. S. (2018). Transformational leadership style and its relationship with change management. Verslas: teorija ir praktika, 19(1), 17-24.
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