Leadership Models in Health Care - A Case for Servant Leadership - Nursing Assessment Answer

Internal Code: 1AIDGI 

Nursing Assessment Answer

Assignment Task: Transformational leadership in nursing practice leaders demonstrate both transactional and transformational characteristics (Judge and Piccolo, 2004), requiring a marriage of both styles complementing and enhancing each other (Bryant, 2003; Rolfe, 2011). Transformational leadership is a process that motivates followers by appealing to higher ideas and moral values where the leader has a deep set of internal values and ideas and is persuasive at motivating followers to act in a way that sustains the greater good rather than their own interests (Burns, 1978). Transformational leaders make it safe for staff to risk and extend the boundaries of thinking and doing, creating ample conditions for energy, creativity and innovation to emerge (Porter-O’Grady, 1997), where supportive environments of shared responsibility is created (Ward, 2002; Bally, 2007). Transformational leadership is viewed as the most effective model of leadership because, while it recognises the importance of rewards, it goes further to satisfy the higher needs of the follower by engaging this person emotionally and intellectually (Surakka, 2008). This article focuses on transformational leadership and its application to nursing through the four components of transformational leadership identified by Bass (1995; 1998), Hall et al (2002) and Barbuto (2005): idealised influence; inspirational motivation; intellectual stimulation; and individual consideration. Inspirational motivation Inspirational motivation involves encouraging others to achieve the goals and aspirations of the organisation while also achieving their own aims (Bally, 2007). Motivation is, without doubt, an important element of healthcare, as motivation affects performance and client care (Sullivan and Decker, 2009). Leaders communicate high expectations to employees, inspiring them through motivation to share the vision of the organisation (Northouse, 2010; Carney, 2011). Nurse leaders should ensure frontline staff are represented on committees where executive decisions are made in an organisation. There is a tendency in some organisations to equate direct leaders as representative of frontline staff; however, as identified earlier, these leaders have difficulties balancing all perspectives. Ensuring frontline staff are represented on committees provides responsibilities as well as opportunities for learning new skills and to be empowered (Laschinger et al, 2003; Scherb et al, 2011). Conclusion Overall, transformational leadership is favoured as leaders have the power to produce future generations of successful leaders who have the proficiency to create effective solutions to some of the profession’s most crucial issues (Ward, 2002). Balancing complex demands in unstable environments is at the heart of formulating healthier healthcare organisations that provide the quality of care that clients, families and communities deserve (Dixon, 1999). Leaders need to be knowledgeable and competent in strategic planning, so their efforts may be received and acknowledged at senior levels (Murphy, 2005). While transformational leadership is effective regardless of culture, the level of effectiveness depends to some extent on cultural values (Spreitzer et al, 2005). Where effectiveness is seen as the relationship between one’s objectives and outputs, the more these outputs contribute to the objectives, the more effective the unit is (Surakka, 2008) While motivation and empowerment are desirable within organisations, their level needs to be in line with the expertise of the workforce. Transactional leadership within nursing has to be considered in relation to the experience and capabilities of the individual, as there may be occasions where a leader is required to intervene before mistakes occur.

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