Transformational Leadership
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Transcript of Transformational Leadership
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TRANSFORMATIONAL LEADERSHIPA Practical Application
Dr Thelma van der Merwe
Nursing Saudiization DepartmentKFSH&RCOctober 2004
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Guiding Question:How could transformational leadership be implemented within an organisation?
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Define transformational leadership
Assess transformational leadership theory
Analyse characteristics of transformational leaders
Analyse competencies needed for transformational leadership
Analyse a transformational leadership case study
OBJECTIVES
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DEFINITIONSA leadership style focused on effecting revolutionary change in organisations through a commitment to the organisations vision
(Sullivan & Decker, 2001)
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DEFINITIONS CONTTransformational leaders have the ability to clearly articulate a vision of the futureThey are the myth-makers, the storytellersThey capture our imagination with the vivid descriptions of the wonderful future we will build together
(Trofino, 1992)
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TRANSFORMATIONAL LEADERSHIP THEORYWhy transformational leadership?
Nurture employees
Build & facilitate nursing leadership in Kingdom of Saudi Arabia (KSA)
Respond current nursing shortages
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TRANSFORMATIONAL LEADERSHIP THEORY CONTFuture nurse leaders - change from command & control - reduce excessive policies & rituals- share the powerare not concerned with status quo bring revolutionary change in organisations & humans
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CHARACTERISTICSLeaders & followers raise one another to higher levels of motivation and morality
Empowering others to achieve a shared vision transforms both
Appeal to individuals to better themselves
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CHARACTERISTICS CONTFosters followers inborn desires for higher values, morals, humanitarian ideals
Moves individuals beyond transactions & interpersonal exchanges to perform beyond basic expectations
Uses power to instill a belief followers can do exceptional things
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CHARACTERISTICS CONTCommit people to actionConvert followers into leadersConvert leaders into change agents, innovatorsAre courageous
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CHARACTERISTICS CONTBelieve in peopleAre value drivenAre lifelong learnersCan deal with complexity
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DIMENSIONS OF TRANSFORMATIONAL LEADERSHIPThe four Is
Idealised influence (charisma):- follower admiration & respect,- risk sharing- consideration for follower needs- ethical & moral conduct (trust)
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DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP CONTInspirational motivation - meaning & challenge to workIntellectual stimulation - creative problem solving
Individualised consideration - listening, praising (Bass & Avolio, 1994)
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LEADERSHIP COMMITMENTSSearch for opportunities to change/ grow
Experiment
Shared uplifting vision
Inform & share power
Individualize projects
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LEADERSHIP COMMITMENTS CONTInvolve team Commit Harness individual potentialFacilitate conditions for knowledge based workersCelebrate achievements
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ENVISIONING THE FUTURECentral to achievement of organisational goals
Emerged from management by objectives & strategic planning
A vision is an opportunity to rethink: where are we now & where do we want to be
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A SUCCESSFUL VISIONPre-requisites
- must make sense to the staff- powerful to excite, motivate & generate commitment
- emphasise what may be- clarify what should be
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A SUCCESSFUL VISION CONT First stage
- uniqueness of group- true priorities for next year- why would I commit for next 1-5 years?- what achievements will make us proud?
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SUCCESSFUL VISION CONTSecond stage
Internal & external needs analysis
Identify factors team must achieve to remain viable & productive & develop
Formal tools
- SWOT analysis
- Delphi research technique
(MacKenzie, 1998)
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ELEMENTS OF TRUST
Commitment- make decisions on what is right rather than self-interest- commit to something more than self
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ELEMENTS OF TRUSTFamiliarity
- When we know someone/ or something well enough- Personal relationships- Trust based on how we are treated
Personal responsibility- Take responsibility for actions
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ELEMENTS OF TRUST CONTIntegrity- Honesty
- Self-awareness know you who you are
- Lack of self-confidence indicatescriticize othersdo most of talkingdecisions on what boss wantsworry who gets credit
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ELEMENTS OF TRUST CONTConsistency
- walk the talk- predictability of behaviour
Communication
- open communication- unwilling to deal with sensitive/difficult issues- share perceptions & listen
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ELEMENTS OF TRUST CONTForgiveness & reconciliation
Essence of trust- spiritual & requires faith
- what is acceptable when we are at home versus at work
(Annison & Wilford, 1998)
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FIVE PRACTICES OF TRANSFORMATIONAL LEADERSHIPEACH PRACTICE CAN BE TESTED, LEARNED & TAUGHT
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Leadership Practices Inventory
Challenge the processInspire a shared visionEnable others to actModel the wayEncourage the heart
(Kouzes & Posner, 1988)
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COMPETENCIES FOR TRANSFORMATIONAL LEADERSHIP
Management of Attention- having a vision- outcomes/goals
Management of Trust
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COMPETENCIES FOR TRANSFORMATIONAL LEADERSHIP CONT
Management of Meaning- creating a social culture, know expectations- bonding
Management of Self- know ones own skills & lack thereof- professional development
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Case Studytransformational leadership in action Implementation in the Nursing Saudization Department
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Steps in Transformational Process Clarify responsibility & accountability Identify & agree on responsibilities in Department Continuous consultation & support of staffContinuous update & feedback
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Steps in Transformational Process Two Saudi Clinical Educators, one Western Education CoordinatorOngoing evaluations Acknowledgement Celebration of achievementsSatisfied Saudi & non-Saudi nurses Protection & motivation of staff in Department: improved quality of nursing practice
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SUMMARYTransformational values & competencies are critical to support leadership in KSA & world wide
Current Saudi nursing workforce is young & oftentimes inexperienced
Without competent leaders, the workforce relies heavily on expatriates
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SUMMARY cont
It is thus imperative that senior managers and leaders including nurses, mentor Saudi nurses into positions of leadership.
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ACKNOWLEDGEMENTTo all the nurses who continuously inspire me to leave a legacyTo all my Saudi nurses To all my mentors & educatorsShukran!!