TRANSFORMATIONAL LEADERSHIP

A A Practical Application Practical Application

Dr Thelma van der Merwe Dr Thelma van der Merwe

Nursing Saudiization DepartmentNursing Saudiization DepartmentKFSH&RCKFSH&RCOctober 2004October 2004

Guiding QuestionGuiding Question:

How could How could transformational transformational leadershipleadership be be implemented within an implemented within an organisation?organisation?

• Define transformational leadership

• Assess transformational leadership theory

• Analyse characteristics of transformational leaders

• Analyse competencies needed for transformational leadership

• Analyse a transformational leadership case study

OBJECTIVESOBJECTIVES

DEFINITIONS

• A leadership style focused A leadership style focused on effecting revolutionary on effecting revolutionary change in organisations change in organisations through a commitment to through a commitment to the organisation’s vision the organisation’s vision

(Sullivan & Decker, 2001)(Sullivan & Decker, 2001)

DEFINITIONS CONT…

• Transformational leaders have the Transformational leaders have the ability to clearly articulate a vision ability to clearly articulate a vision of the future…of the future…

• They are the myth-makers, the They are the myth-makers, the storytellersstorytellers

• They capture our imagination with They capture our imagination with the vivid descriptions of the the vivid descriptions of the wonderful future we will build wonderful future we will build together together

(Trofino, 1992)(Trofino, 1992)

TRANSFORMATIONAL LEADERSHIP THEORY

Why transformational leadership?

• Nurture employees

• Build & facilitate nursing leadership in Kingdom of Saudi Arabia (KSA)

• Respond current nursing shortages

TRANSFORMATIONAL LEADERSHIP THEORY CONT…

• Future nurse leaders - change from command & control - reduce excessive policies & rituals- share the power– are not concerned with status quo – bring revolutionary change in

organisations & & humanshumans

CHARACTERISTICS

• Leaders & followers raise one Leaders & followers raise one another to higher levels of another to higher levels of motivation and moralitymotivation and morality

• Empowering others to achieve a Empowering others to achieve a shared vision – transforms bothshared vision – transforms both

• Appeal to individuals to better Appeal to individuals to better themselvesthemselves

CHARACTERISTICS CONT…

• Fosters followers inborn desires for Fosters followers inborn desires for higher values, morals, humanitarian higher values, morals, humanitarian idealsideals

• Moves individuals beyond transactions Moves individuals beyond transactions & interpersonal exchanges to perform & interpersonal exchanges to perform beyond basic expectationsbeyond basic expectations

• Uses power to instill a belief followers Uses power to instill a belief followers can do exceptional thingscan do exceptional things

CHARACTERISTICS CONT…

• Commit people to actionCommit people to action

• Convert followers into leadersConvert followers into leaders

• Convert leaders into change Convert leaders into change

agents, innovatorsagents, innovators

• Are courageousAre courageous

CHARACTERISTICS CONT…

• Believe in peopleBelieve in people

• Are value drivenAre value driven

• Are lifelong learnersAre lifelong learners

• Can deal with complexityCan deal with complexity

DIMENSIONS OF TRANSFORMATIONAL

LEADERSHIPThe four ‘The four ‘II’s’’s’

• Idealised Idealised iinfluence (charisma):nfluence (charisma):

- - follower admiration & respect,follower admiration & respect,

- risk sharing- risk sharing

- consideration for follower needs- consideration for follower needs

- ethical & moral conduct (trust)- ethical & moral conduct (trust)

DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP CONT…

• IInspirational motivation nspirational motivation - meaning & challenge to work- meaning & challenge to work

• IIntellectual stimulationntellectual stimulation - - creative problem solvingcreative problem solving

• IIndividualised considerationndividualised consideration - - listening, praising listening, praising

(Bass & Avolio, 1994)(Bass & Avolio, 1994)

LEADERSHIP COMMITMENTS

• Search for opportunities to change/ Search for opportunities to change/ growgrow

• Experiment Experiment

• Shared uplifting visionShared uplifting vision

• Inform & share power Inform & share power

• Individualize projects Individualize projects

LEADERSHIP COMMITMENTS CONT…

• Involve team Involve team

• Commit Commit

• Harness individual potentialHarness individual potential

• Facilitate conditions for Facilitate conditions for

knowledge based workersknowledge based workers

• Celebrate achievementsCelebrate achievements

ENVISIONING THE FUTURE

• Central to achievement of Central to achievement of organisational goalsorganisational goals

• Emerged from management by Emerged from management by objectives & strategic planningobjectives & strategic planning

• A vision is an opportunity to A vision is an opportunity to rethink: ‘where are we now’ & rethink: ‘where are we now’ & ‘where do we want to be’‘where do we want to be’

A SUCCESSFUL VISION

• Pre-requisitesPre-requisites

- must make sense to the staff- must make sense to the staff

- powerful to excite, motivate & - powerful to excite, motivate & generate commitmentgenerate commitment

- emphasise what may be- emphasise what may be

- clarify what should be- clarify what should be

A SUCCESSFUL VISION CONT…

• First stageFirst stage

- uniqueness of group- uniqueness of group

- true priorities for next year- true priorities for next year

- why would I commit for next 1-5 - why would I commit for next 1-5 years?years?

- what achievements will make us - what achievements will make us proud?proud?

SUCCESSFUL VISION CONT…

• Second stageSecond stage

- Internal & external needs analysisInternal & external needs analysis

- Identify factors team must achieve to Identify factors team must achieve to remain viable & productive & developremain viable & productive & develop

• Formal toolsFormal tools

- SWOT analysis- SWOT analysis

- Delphi research technique - Delphi research technique (MacKenzie, 1998)(MacKenzie, 1998)

ELEMENTS OF TRUST

• CommitmentCommitment

- - make decisions on what is right make decisions on what is right rather than self-interestrather than self-interest

- commit to something more than - commit to something more than selfself

ELEMENTS OF TRUST

• FamiliarityFamiliarity

- When we know someone/ or - When we know someone/ or something well enoughsomething well enough- Personal relationships- Personal relationships- Trust based on how we are treated- Trust based on how we are treated

• Personal responsibilityPersonal responsibility

- Take responsibility for actions- Take responsibility for actions

ELEMENTS OF TRUST CONT…

• IntegrityIntegrity- - HonestyHonesty

- Self-awareness - Self-awareness • know you who you areknow you who you are

- - Lack of self-confidence indicatesLack of self-confidence indicates• criticize otherscriticize others• do most of talkingdo most of talking• decisions on what boss wantsdecisions on what boss wants• worry who gets creditworry who gets credit

ELEMENTS OF TRUST CONT…

• ConsistencyConsistency

- walk the talk- walk the talk- predictability of behaviour - predictability of behaviour

• CommunicationCommunication

- open communication- open communication- unwilling to deal with - unwilling to deal with sensitive/difficult sensitive/difficult issuesissues- share perceptions & listen- share perceptions & listen

ELEMENTS OF TRUST CONT…

• Forgiveness & reconciliationForgiveness & reconciliation

• Essence of trustEssence of trust

- spiritual & requires faith- spiritual & requires faith

- what is acceptable when we are at - what is acceptable when we are at home versus at work home versus at work

(Annison & Wilford, 1998)(Annison & Wilford, 1998)

FIVE PRACTICES OF TRANSFORMATIONAL

LEADERSHIP

EACH PRACTICE CAN BE TESTED,

LEARNED & TAUGHT

Leadership Practices Inventory

• Challenge the processChallenge the process

• Inspire a shared visionInspire a shared vision

• Enable others to actEnable others to act

• Model the wayModel the way

• Encourage the heartEncourage the heart

(Kouzes & Posner, 1988(Kouzes & Posner, 1988))

COMPETENCIES FOR TRANSFORMATIONAL

LEADERSHIP

• Management of Management of AttentionAttention- having a vision- having a vision- outcomes/goals- outcomes/goals

• Management of Management of TrustTrust

COMPETENCIES FOR TRANSFORMATIONAL LEADERSHIP CONT…

• Management of Management of MeaningMeaning- creating a social culture, know - creating a social culture, know expectationsexpectations- bonding- bonding

• Management of Management of SelfSelf- - know one’s own skills & lack thereofknow one’s own skills & lack thereof- professional development- professional development

Case Study…Case Study…transformational leadership transformational leadership

in actionin action

Implementation Implementation in the in the

Nursing Saudization Nursing Saudization Department Department

Steps in Transformational Process

• Clarify responsibility & Clarify responsibility & accountability accountability

• Identify & agree on Identify & agree on responsibilities in Departmentresponsibilities in Department

• Continuous consultation & Continuous consultation & support of staffsupport of staff

• Continuous update & Continuous update & feedbackfeedback

Steps in Transformational Process

• Two Saudi Clinical Educators, one Two Saudi Clinical Educators, one Western Education CoordinatorWestern Education Coordinator

• Ongoing evaluations Ongoing evaluations • Acknowledgement Acknowledgement • Celebration of achievementsCelebration of achievements• Satisfied Saudi & non-Saudi nurses Satisfied Saudi & non-Saudi nurses • Protection & motivation of staff in Protection & motivation of staff in

Department: Department: improvedimproved quality of quality of nursing practicenursing practice

SUMMARYTransformational values & Transformational values &

competencies are critical to competencies are critical to support leadership in KSA & world support leadership in KSA & world wide wide

Current Saudi nursing workforce is Current Saudi nursing workforce is young & oftentimes inexperienced young & oftentimes inexperienced

Without competent leaders, the Without competent leaders, the workforce relies heavily on workforce relies heavily on expatriates expatriates

SUMMARY cont…

It is thus imperative that It is thus imperative that senior managers and senior managers and leaders including nurses, leaders including nurses, mentor Saudi nurses into mentor Saudi nurses into positions of leadership.positions of leadership.

ACKNOWLEDGEMENTACKNOWLEDGEMENT

• To all the nurses who continuously To all the nurses who continuously

inspire me to leave a legacyinspire me to leave a legacy

• To all my Saudi nurses To all my Saudi nurses

• To all my mentors & educatorsTo all my mentors & educators

Shukran!!Shukran!!