Transformational Leadership Rneg

8/3/2019 Transformational Leadership Rneg

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TRANSFORMATIONAL

LEADERSHIPA Practical Application

Dr Thelma van der Merwe

Nursing Saudiization DepartmentKFSH&RC

October 2004



Guiding Question:

How could transformationalleadership be implementedwithin an organisation?



• Define transformational leadership

• Assess transformational leadership

theory

• Analyse characteristics oftransformational leaders

• Analyse competencies needed fortransformational leadership

• Analyse a transformational leadershipcase study

OBJECTIVES



DEFINITIONS

•A leadership style focused on

effecting revolutionary changein organisations through a

commitment to the

organisation’s vision

(Sullivan & Decker, 2001)



DEFINITIONS CONT…

• Transformational leaders have the abilityto clearly articulate a vision of thefuture…

• They are the myth-makers, the storytellers

• They capture our imagination with thevivid descriptions of the wonderful future

we will build together

(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 LEADERSHIPTHEORY 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 & humans



CHARACTERISTICS

• Leaders & 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



CHARACTERISTICS CONT…

• Fosters 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




• Commit people to action

• Convert followers into leaders

• Convert leaders into change agents,

innovators

• Are courageous




• Believe in people

• Are value driven

• Are lifelong learners

• Can deal with complexity



DIMENSIONS OF

TRANSFORMATIONAL LEADERSHIPThe four ‘I’s’

• Idealised influence (charisma):

- follower admiration & respect,

- risk sharing

- consideration for follower needs

- ethical & moral conduct (trust)



DIMENSIONS OF


CONT… • Inspirational motivation

- meaning & challenge to work

• Intellectual stimulation

- creative problem solving

• Individualised consideration - listening, praising

(Bass & Avolio, 1994)



LEADERSHIP COMMITMENTS

• Search for opportunities to change/ grow

•Experiment

• Shared uplifting vision

• Inform & share power

• Individualize projects



LEADERSHIP COMMITMENTS

CONT… • Involve team

• Commit

• Harness individual potential

• Facilitate conditions for knowledge

based workers

• Celebrate achievements



ENVISIONING THE FUTURE

• Central to achievement oforganisational goals

• Emerged from management byobjectives & strategic planning

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



A SUCCESSFUL VISION

• Pre-requisites

- must make sense to the staff

- powerful to excite, motivate &generate commitment

- emphasise what may be

- clarify what should be



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?



SUCCESSFUL VISION CONT…

• Second stage

- Internal & external needs analysis

- Identify factors team must achieve to remainviable & productive & develop

• Formal tools

- SWOT analysis

- Delphi research technique(MacKenzie, 1998)



ELEMENTS OF TRUST

•Commitment

- make decisions on what is right ratherthan self-interest

- commit to something more than self



ELEMENTS OF TRUST

• Familiarity

- When we know someone/ orsomething well enough

- Personal relationships

- Trust based on how we are treated

• Personal responsibility

- Take responsibility for actions



ELEMENTS OF TRUST CONT…

• Integrity

- Honesty

- Self-awareness•know you who you are

- Lack of self-confidence indicates

•criticize others

•do most of talking•decisions on what boss wants

•worry who gets credit




• Consistency

- walk the talk

- predictability of behaviour

• Communication

- open communication

- unwilling to deal with sensitive/difficultissues

- share perceptions & listen




• Forgiveness & reconciliation

• Essence of trust

- spiritual & requires faith

- what is acceptable when we are athome versus at work

(Annison & Wilford, 1998)



FIVE PRACTICES OF


EACH PRACTICECAN BE TESTED,

LEARNED &

TAUGHT



Leadership Practices Inventor

• Challenge the process

• Inspire a shared vision

• Enable others to act

• Model the way

• Encourage the heart

(Kouzes & Posner, 1988)



COMPETENCIES FOR


•Management of Attention

- having a vision

- outcomes/goals

•Management of Trust

COMPETENCIES FOR



COMPETENCIES FORTRANSFORMATIONAL LEADERSHIP

CONT…

• Management of Meaning- creating a social culture, know

expectations- bonding

• Management of Self

- know one’s own skills & lack thereof

- professional development



Case Study…transformational

leadership in action

Implementation

in the

Nursing Saudization

Department



Steps in Transformational Process

•Clarify responsibility &accountability

• Identify & agree onresponsibilities in Department

• Continuous consultation &

support of staff•Continuous update & feedback



Steps in Transformational Process

• Two Saudi Clinical Educators, one WesternEducation Coordinator

• Ongoing evaluations

• Acknowledgement• Celebration of achievements

• Satisfied Saudi & non-Saudi nurses

• Protection & motivation of staff in Department:improved quality of nursing practice



SUMMARY

Transformational values &competencies are critical to supportleadership in KSA & world wide

Current Saudi nursing workforce isyoung & oftentimes inexperienced

Without competent leaders, theworkforce relies heavily onexpatriates



SUMMARY cont…

It is thus imperative that

senior managers andleaders including nurses,mentor Saudi nurses into

positions of leadership.



ACKNOWLEDGEMENT

• To all the nurses who continuously

inspire me to leave a legacy

• To all my Saudi nurses

• To all my mentors & educators

Shukran!!

Transformational Leadership Rneg

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