In the above case, Betty appears to be more powerful in a given setting; she holds an expert power as defined by John French and Bertram Raven (1959).Betty has an expert power because she has an adequate knowledge and experience in software, which makes her an expert in her department. A statement, “Joe hesitated to make it an “either you do, or you are in trouble” confirms that although Joe is the manager, Betty could be able to refuse his obligation. The lack of the same skill set in other employees gives leverage to the expert. In this case, Joe even though he is a manager, is lacking knowledge about that software, and this makes Betty powerful.
Even though Joe is the manager holding a higher rank, Betty refused to give training to new …show more content…
Transformational leadership style recognizes the areas in which requires changes. Transformational leader must have a vision and should be able to communicate effectively with his followers. This type of leaders guide change by inspiring supporters and creating a sense of commitment. Leaders will be more comfortable and confident when suggesting a change in healthcare policies by assuming the qualities of transformational leadership style, (Smith, 2011). Transformational leaders trust his or her employees and give them room for doing their job in their way. This type of environment is conducive to the positive change. Due to the competitive nature of leader’s market, leaders have to develop internally. Healthcare organization should attempt to identify and groom its leaders based on their experience and talents. Such individuals are physicians, and nurses may act as leaders in their facility. When a leader is one among the group, employees will feel a connection with their leader and empowered to deliver an excellent patient …show more content…
According to Burns, Transformational leadership develops a positive environment where leaders and followers make each other to achieve the highest level of moral and motivation (Burns, 1978). Transformational leadership decreases employee exhaustion and burnout and increases well-being and job satisfaction, which finally leads to employee retention. Transformational leaders have more satisfied followers than non-transformational leaders (Bass & Riggio, 2006, p.41).
Reference
Bass, B.M. & Riggio, R.E (2006). Transformational leadership. Mahwah, New Jersey 07430: Lawrence Erlbaum Associates, Inc
Burns, J. M. (1978). Leadership. N.Y: Harper and Raw.
Sherman, R. (2012). Make Your Leadership Evidence-Based. Retrieved from http://www.emergingrnleader.com/emergingnurseleader-11/
Gumusluoglu, L., & Ilsev, A. (2009). Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation. Journal of Product Innovation Management, 26(3), 264-277.
Even though Joe is the manager holding a higher rank, Betty refused to give training to new …show more content…
Transformational leadership style recognizes the areas in which requires changes. Transformational leader must have a vision and should be able to communicate effectively with his followers. This type of leaders guide change by inspiring supporters and creating a sense of commitment. Leaders will be more comfortable and confident when suggesting a change in healthcare policies by assuming the qualities of transformational leadership style, (Smith, 2011). Transformational leaders trust his or her employees and give them room for doing their job in their way. This type of environment is conducive to the positive change. Due to the competitive nature of leader’s market, leaders have to develop internally. Healthcare organization should attempt to identify and groom its leaders based on their experience and talents. Such individuals are physicians, and nurses may act as leaders in their facility. When a leader is one among the group, employees will feel a connection with their leader and empowered to deliver an excellent patient …show more content…
According to Burns, Transformational leadership develops a positive environment where leaders and followers make each other to achieve the highest level of moral and motivation (Burns, 1978). Transformational leadership decreases employee exhaustion and burnout and increases well-being and job satisfaction, which finally leads to employee retention. Transformational leaders have more satisfied followers than non-transformational leaders (Bass & Riggio, 2006, p.41).
Reference
Bass, B.M. & Riggio, R.E (2006). Transformational leadership. Mahwah, New Jersey 07430: Lawrence Erlbaum Associates, Inc
Burns, J. M. (1978). Leadership. N.Y: Harper and Raw.
Sherman, R. (2012). Make Your Leadership Evidence-Based. Retrieved from http://www.emergingrnleader.com/emergingnurseleader-11/
Gumusluoglu, L., & Ilsev, A. (2009). Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation. Journal of Product Innovation Management, 26(3), 264-277.