Transformational leadership is not an alternative to transactional leadership, but it augments leadership to a “Full Range of Leadership” model (Bass 1988; Bass & Avolio 1997; Spinelli 2006). Responsible and appropriate leadership is critical to the success of any industry. Leadership in the healthcare environment today is essential and mandated if our healthcare system is to survive (Spinelli 2006). Hutchinson and Jackson (2013) discuss the transactional leaders achieve performance by rewards and punishment. According to Transformational model “Transformational leaders motivate other to do more than they originally intended and often more than they thought possible” (Bass and Avolio, 1994).
Leadership challenges in a long-term hospital
Testing …show more content…
I had a skewed work life balance, although I encouraged my staff to have balance, I did not insist on balance for myself. Kouzes and Posner (2012) encourage leaders to model the way; at the time, I modeled a strong work ethic but begrudged the amount of time required to fix a neglected department. To prove my competence my primary focus became fixing the department; since I did not set personal boundaries I ended up physical and emotional exhaustion. Kouzes and Posner (2012) “focus on serving the needs of others, and not one’s own, builds trust in a leader” (p.22). There were times I succeeded in building relationships to meet a greater goal of a more functional wound care department. The development of a standard supply formulary created a storage problem for the materials management department, many meetings were held to discuss the needs of both departments and we shared a vision of what could be accomplished together. Focusing on the ideal for both departments we could move forward and together (Kouzes and Posner p.130). According to Transformational model “Transformational leaders motivate other to do more than they originally intended and often more than they thought possible” (Bass and Avolio, …show more content…
Longenecker (2012) found values helped pull teams together instead of separating individuals (p. 433). “If the findings from the study can be viewed from a “big picture” perspective, the commonalities between individuals are greater than the differences. With this as a as a starting point, building relationship between individuals and within the group, organizations, and communities would be much easier, creating a strong foundation on which all other blocks are laid” (p 434).
While I recognize the transformational model of leadership is best-practice in health care; there are elements of transactional leadership required for the management of an effective wound care department. Practice guidelines require clear nursing duties and accountability for outcomes. There are specific industry standards that require timely assessments, documentation, outcome measurements and prevention measures. “Under clear goals, transactional leaders control members’ performance by offering rewards for desirable fulfilment and withholding incentives for poor outcomes” (Boldy et al. 2013).
3-5 year leadership
Leadership challenges in a long-term hospital
Testing …show more content…
I had a skewed work life balance, although I encouraged my staff to have balance, I did not insist on balance for myself. Kouzes and Posner (2012) encourage leaders to model the way; at the time, I modeled a strong work ethic but begrudged the amount of time required to fix a neglected department. To prove my competence my primary focus became fixing the department; since I did not set personal boundaries I ended up physical and emotional exhaustion. Kouzes and Posner (2012) “focus on serving the needs of others, and not one’s own, builds trust in a leader” (p.22). There were times I succeeded in building relationships to meet a greater goal of a more functional wound care department. The development of a standard supply formulary created a storage problem for the materials management department, many meetings were held to discuss the needs of both departments and we shared a vision of what could be accomplished together. Focusing on the ideal for both departments we could move forward and together (Kouzes and Posner p.130). According to Transformational model “Transformational leaders motivate other to do more than they originally intended and often more than they thought possible” (Bass and Avolio, …show more content…
Longenecker (2012) found values helped pull teams together instead of separating individuals (p. 433). “If the findings from the study can be viewed from a “big picture” perspective, the commonalities between individuals are greater than the differences. With this as a as a starting point, building relationship between individuals and within the group, organizations, and communities would be much easier, creating a strong foundation on which all other blocks are laid” (p 434).
While I recognize the transformational model of leadership is best-practice in health care; there are elements of transactional leadership required for the management of an effective wound care department. Practice guidelines require clear nursing duties and accountability for outcomes. There are specific industry standards that require timely assessments, documentation, outcome measurements and prevention measures. “Under clear goals, transactional leaders control members’ performance by offering rewards for desirable fulfilment and withholding incentives for poor outcomes” (Boldy et al. 2013).
3-5 year leadership