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Transformational Leadership in Nursing, 2008.
An analysis of the impact that the transformational leader can have on the nursing environment and on organizational commitment.
2,059 words (approx. 8.2 pages), 10 sources, APA, $ 64.95
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Abstract
This paper discusses the role of transformational leadership in response to change within the nursing profession. It describes the important impact that leadership can have both on the nursing environment and on organizational commitment. The paper suggests that the transformational leader should have the ability to transform the image of nursing and to resolve the nursing shortage by inspiring and motivating followers.
From the Paper
"Transformational leadership is especially important at the present time since it inspires and supports nurse who work under heavy workloads and with numerous sources of stress. Because of transformational leadership, nurses realize that a new image and model of nursing is possible. Even under such strenuous conditions, the leader with inspirational motivation is able to energize the members of the organization (Beugre, 2006). This is possible because the transformational leader is able to impact on others' perceptions of themselves and also on their degree of trust and job satisfaction. The result is seen in a correlation between transformational leadership and organizational performance (Boerner, 2007)."
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Leadership and Change: The Nursing Shortage, 2008.
A discussion of transformational leadership as a solution to the nursing shortage.
2,037 words (approx. 8.1 pages), 14 sources, APA, $ 64.95
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Abstract
This paper explores the issue of the nursing shortage from a critical feminist perspective, Everett Rogers' model of "diffusion of innovations", and transformational leadership. The paper asserts that all nurses today can and must assume leadership positions in every area of health care delivery and reform. It adds that nursing leaders today must be fully informed of the issues affecting their organization and also must be capable of anticipating future change. The paper explains that a transformational leader is able to create an innovative type of supportive environment that is marked by effective communication and recognition of human resources as well as diversity and individual differences. The transformational leader is also able to influence commitment both at the individual and organizational level so that organizational goals can be achieved. The paper concludes that the solution to the current nursing shortage can only come about through the level of motivation and inspiration which the transformational leader can provide.
Outline:
Introduction
The Nature of the Issue
Literature Review
Analysis of the Issue
Change Theory
Transformational Leadership
Conclusion
From the Paper
"According to Beugre (2006), transformational leadership can be defined as "a leadership type in which leaders possess charisma and provide intellectual stimulation, individualized consideration and inspirational motivation to followers". The RNAO (2004, p. 1) defines leadership as "a combination of sound knowledge, an unwavering passion for a cause, and the courage to share these with others". In contrast to the transformational leader the transactional leader tends to try and control others instead of motivating them. The transformational leader is able to create a supportive environment by providing others with inspiration and focusing on human resources (Skelton-Green, 2006). The transformational leader is able to inspire a deep commitment in others through intrinsic motivation as a result of the value and importance of that leader's goals. The transformational leader's approach to inspiring acceptance of innovation is through the development of trust and openness (Aarons, 2006). The importance of transformational leadership at the present time is that nurses come to realize that a new image of the nursing profession is possible. As Beugre (2006) maintains, the leader through means of inspirational motivation is able to energize the members of the organization even under the most stressful conditions."
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Transformational and Charismatic Leadership in Health Care, 2001.
A critical examination of the role of transformational and charismatic leadership in developing health care services which are responsive to change.
7,302 words (approx. 29.2 pages), 60 sources, MLA, $ 162.95
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Abstract
This paper begins with an articulation of origins and developments of transformational leadership theory and while supporting the assertion that charisma is an important component of transformational leadership behaviour argues that it is not in itself a defining feature. The cascading effect of transformational leadership is explored in relation to contemporary research both within the U.S. and U.K. and is utilised to articulate the relationship between transactional and transformational behaviours within health care settings which constitute an optimum change profile. The nature of vision and charisma within the health care setting are critically evaluated along with the relationship between transformational leadership and key outcomes such as felt autonomy, job satisfaction, low staff turnover, service quality and the achievement of organisational (cultural) change.
Outline
Abstract
Transformational Leadership
Explanation of Transformational Leadership Behaviours
A Full Range Model of Transformational Leadership
Criticisms of Transformational Leadership Theory
Charismatic Leadership
Personal Identification
Social Identification
Internalisation
Self-Efficacy
Facilitating Conditions
Criticisms of Charismatic Leadership Theory
Summary
From the Paper
"Bass (1985, 1998) provides a more expanded and refined theory of transformational leadership which develops the work of Burns (1978) and House (1977), by giving far more attention to the behaviour and needs of followers than had previously been given. Bass (1985, 1998) argued that the principles of transformational leadership could be equally applied to situations where the outcomes were not positive than those where the opposite was true and describing transactional and transformational leadership as a singe continuum rather than mutually independent continua. Bass (1985, 1998) identifies the main characteristics of transformational leadership as; charisma idealised influence, intellectual stimulation and consideration of the emotional needs of each follower, (Hunt, 1996)."
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Transformational Leadership Addendum, 2008.
This paper is comprised of a personal transformational leadership addendum that designed to be incorporated into a larger transformational leadership plan.
2,090 words (approx. 8.4 pages), 10 sources, APA, $ 65.95
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Abstract
This paper presents a transformational leadership addendum in which the author discusses his development of leadership competencies related to team management in tandem with communication strategies. The paper includes team performance and critical evaluation processes as part of the discussion provided in the paper.
Table of Contents:
Abstract
Leadership Style and Communication
Leadership Style and Outcomes
Team Self-Evaluative Criteria
From the Paper
"The effort is to develop and encourage a principles based leadership model for organizations and teams that produces desired results through an ethical imperative rather than an operationally derived performance imperative as propounded by many leaders who lead purely through performance objectives. The outcome of such a principles led environment is typically: "to create communities of virtue, based on enlightened principles, so that they virtually run themselves. I believe that this is the ideal environment every effective leader strives for and one in which I have found my team learns to govern itself."
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Transformational Leadership Plan, 2007.
An analysis of the writer's transformational leadership plan based on several leadership models.
3,143 words (approx. 12.6 pages), 12 sources, MLA, $ 91.95
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Abstract
This paper discusses the writer's transformational leadership action plan. It specifically defines and reinvents the writer's transformational leadership model into a leadership paradigm based on a designed confluence of several leadership models. The paper begins by defining leadership. It then shows the effects of focusing on the tenets of change and improvement and of stressing a broad humanistic approach to management, to the ability to refocus transformational leadership.
Table of Contents:
Overview
Leadership Model Implementation
Objective
Goals
Best Practices in Leadership
Teams & Team Management
Inter and Intra Personal Communication
Knowledge in Management
Avoiding Negative Leadership
Ethical Leadership
A Five Year Transformational Leadership Plan
Overview
Transformational Leadership Goals
Skills Inventory
Professional Satisfaction
Action Steps
Barriers to Achievement
From the Paper
"Avoiding negative leadership qualities that can arise during any transformational change, such as competitive urges to sully other managers' reputations, is best accomplished by adhering to the basic principles of the Full Range Leadership Model (FRL) as described by Avolio (par.5): "One key aspect that differentiates the FRL model from other models is that leadership development involves building leaders of higher moral character." This development of moral character on the part of leaders engenders to the FRL leadership style an ethically centered decision-making process upon which all employees, managers and employees alike, can rely on to be both sound in judgment and character. The result of such transformational leadership strategies is an ethically centered leader who is unafraid to make decisions as much on principle as on the underlying business case."
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Leadership in Nursing, 2006.
A look at the leadership style of a nurse leader in a clinical setting and how both transformational and transactional styles of leadership are sometimes used.
1,350 words (approx. 5.4 pages), 5 sources, $ 53.95
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Abstract
Overall, there are two types of leadership, which are transformational and transactional leadership. Those two types are "distinct but not mutually exclusive, and the same leader may use both types of leadership at different times in different situations". There are four leadership styles: hierarchical authority, hierarchical adjustment, a career approach and a devotional approach. In addition, there are further differences in leadership style based on gender. This paper demonstrates how a nurse leader in the clinical setting uses the hierarchical adjustment style, and knows how to move between transformational and transactional leadership.
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Transformational Leadership, 2002.
An overview of transformational leadership with an emphaisis on its use in the healthcare industry.
2,150 words (approx. 8.6 pages), 8 sources, $ 80.95
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Abstract
This paper is an examination of the methods and practices of transformational leadership. The theory behind transformational leadership is discussed. An explanation of how transformational leadership is practiced is also included. Finally, a discussion of the current state of the health care industry is initiated, with a look at how transformational leadership is the best leadership style to transform this industry for the better.
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Transformational Leadership, 2002.
Examines the literature available on transformational leadership.
2,836 words (approx. 11.3 pages), 10 sources, MLA, $ 84.95
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Abstract
This paper attempts to look for similarities in the large body of literature on transformational leadership and arrive at a notion of the transformational leader that can be generally applied to most any setting. The author of the paper hopes that this examination will help to organize the general body of research in the area, providing managers with a more cohesive general model. The review begins with a brief delineation of the initial model of transformational leadership proposed by Burns (1978)and expanded upon by Bass (1986). It then goes on to examine more contemporary articulations of this type of leadership. The review ends by delineating a basic definition of transformational leadership that is applicable to most settings. The paper includes a comprehensive list of all the literature on the topic.
From the Paper
"Burns (1978) characterized transformational leadership as dynamic in the sense that leaders threw themselves into a relationship with followers who feel 'elevated' by it and often become more active themselves, thereby creating new cadres of leaders. In general, then, transformational leaders interacted within a webwork of evolving interrelationships in which they continuously evoked motivational responses from followers and modified their behavior when they met responsiveness or resistance---- a ceaseless process of flow and
counterflow."
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Transformational Leadership, 2004.
Examines the issues of transformational leadership, with special emphasis on the qualities of the transformational leader.
3,950 words (approx. 15.8 pages), 13 sources, APA, $ 107.95
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Abstract
This paper discusses the varied issues associated with transformational leadership. How transformational leaders can affect and change an organization, their characteristics that inspire trust, admiration, and loyalty are discussed, as well as their ability to motivate and foster confidence and self-esteem among their followers. The paper also takes a look at the relationship that develops between transformational leaders and their followers, one based on concern for the well-being of all, and the notion of transformational and servant leadership.
From the Paper
"First, leadership itself has no one definition. Researchers usually define leadership according to their studies, experiences and individual perception. Leadership is generally understood to mean that there is an intentional influence exerted by one person over a group of people to guide them toward a particular goal."
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Transformational Leadership, 2007.
This paper explores three articles about transformational leadership vs. transactional leadership.
1,330 words (approx. 5.3 pages), 4 sources, MLA, $ 44.95
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Abstract
The paper examines transformational leadership and compares it to transactional forms of leadership by looking at three articles devoted to exploring the leadership style in practice and its effects. The paper is of the opinion that transformational leadership is an excellent theory although it may not always succeed in practice.
From the Paper
"The first article to be discussed is one by Scott Armstrong. Armstrong asserts that transformational leadership fundamentally involves choosing the right style of leadership for a specific group. In other words, skilled leaders are able to find "teachable moments" whereby they can broaden the perspectives and motivations of their followers so that those followers can appreciate group goals as well as their own personal goals. A transformational coach, for example, would focus on the imparting of "end values" whereby young athletes learn about things such as equality, fair play, respect for others, self-respect, and commitment."
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Transformational Leadership, 2007.
A discussion of the transformational leadership theory and its applications.
1,096 words (approx. 4.4 pages), 6 sources, MLA, $ 38.95
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Abstract
The paper explains the basic principles of the transformational leadership theory. The paper applies the transformational leader perspective to a business situation using "Mr. Manager" as an example. The paper shows how it is necessary for both transactional and transformational leadership to work concurrently. The paper relates that both of these leadership styles are actively used in the real world.
From the Paper
"Transformational leadership theory, according to one of the founding theorists Bernard Bass, occurs when a leader "transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of the organizational goals, and being motivated to perform at a high level." (NOTATION). The three primary ways that a transformational leader accomplishes these performance enhancements are through the following three mechanisms."
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Transformational Leadership, 2007.
An analysis of M. Goldsmith and K. Goldsmith's views on transformational leadership in their article, "Helping People Achieve Their Goals".
734 words (approx. 2.9 pages), 1 source, APA, $ 26.95
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Abstract
This paper discusses an article, "Helping People Achieve Their Goals," written by authors Goldsmith and Goldsmith. The paper discusses the authors' views on transformational leadership and describes the six barriers to successful attainment that the authors suggest that goals and objectives face. The paper also looks at the weakness of transformational leadership, as well as the progression of leadership models.
From the Paper
"The progression of leadership models indicates a movement over time to a more adaptive and flexible leadership model that is certainly process oriented. It is a rejection of sorts of the path-goal type of leadership that essentially maps out an individual's career development by the dots and if something happens there is often little recourse for the individual. While path-goal theories do serve a purpose they lack the kind of motivational, inspirational, and independent minded qualities that the flatter, less hierarchical organizations require in the global environment where competition can arise 10,000 miles away in markets never considered a threat. It is this sentiment the authors allude to when they state that, "goals are not set in a way that helps ensure the follow-through needed to turn great plans into successful outcomes" (Goldsmith & Goldsmith, 2006, p.1). The authors are really discussing the transformation from well conceived goals and objectives into positive results that culminate into emergent, transformational leaders who constantly revise and update their goals and objectives to reflect the ever-evolving business environment."
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Transformational Leadership, 2006.
A review of the concept of transformational leadership.
979 words (approx. 3.9 pages), 2 sources, MLA, $ 34.95
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Abstract
This paper takes a look at transformational leadership, a means of leadership that is more developmental and constructive for both individuals and the organization. According to the paper, transformational leaders act as role models encouraging employees to be innovative and thus reach a collective vision. The paper defines a transformational leader as the individual who is able to motivate, align and excite followers by providing an intriguing vision of the future.
From the Paper
"Confusion is of concern when entering any new situation, yet the employment culture has strong taboos against acknowledging confusion of any kind. In these situations, therefore, new employees usually see their confusion as a liability, denying or hiding it for fear of losing their authority. Jentz and Murphy (2005, "confusion as a lens for entry" subsection) have a system called Reflective Inquiry and Action or RIA specifically created to assist educational administrators to apply confusion as a starting point for transformational learning and enhanced decision making. They believe that confusion is not quicksand from which to escape, but "the potter's clay of leadership" -- what leaders work to achieve success in a complex and rapidly changing environment. Their suggested RIA consists of five major components: 1) embrace the confusion,
2) assert the need to make sense, 3) structure the interaction, 4) listen reflectively to learn, and 5) openly process one's efforts to make sense."
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Transformational Leadership, 2004.
This paper reviews concepts, theories and findings of transformational leadership.
3,616 words (approx. 14.5 pages), 10 sources, MLA, $ 127.95
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Abstract
This paper reviews concepts, theories and findings of transformational leadership such as; traits, motives and characteristics of leaders, charisma, leadership behaviors, attitudes and styles. The paper also includes contingency and situational leadership, power, politics and leadership, developing teamwork and communications and conflict resolution. Finally, the paper discusses the key stakeholders.
From the Paper
"There is an old expression "Leaders are born not made." The implications of this saying are that power and leadership are vested in a limited number of people whose innate natural ability destines them to become leaders. By implication those people with the right stuff lead and everyone else must follow. On a more philosophical level a person's destiny is predetermined and preordained and no amount of effort or learning or yearning will change that destiny."
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Transformational Leadership, 2005.
An analysis of James Macgregor Burns' theory on transformational leadership.
900 words (approx. 3.6 pages), 3 sources, $ 35.95
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Abstract
This paper discusses the theory of transformational leadership, as developed by James Macgregor Burns. It discusses the concept that the theory elevates the capabilities of workers and leaders in a team oriented manner. The paper focuses on the responsibilities of the leader in ensuring that the needs of the organization are met.
From the Paper
"Transformational Leadership James Macgregor Burns developed the concept of transformational leadership as a theory that elevates the capabilities of workers and leaders in a team oriented manner. The theory behind the term contended that leaders were responsible for leading individuals with a knowledge of their needs, and the intention of fulfilling those needs within the organization (Homrig, n.d.). Additionally, Burns believed that strong leadership also focused in the capability of the leader to ensure that the needs of the organization were met. In accomplishing these tasks it is the job of the leader, therefore, to inspire the workers to the extent that they will be motivated to accomplish the work effectively for the company. In doing this the leader can work toward addressing the needs of the employees. Through this process, therefore, the workers and the leader are "transformed" because their focus on their mission is heightened and they are all functioning together to achieve goals (Homrig, n.d.)."
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