Defining Transformational Leadership Transformational leadership was first introduced in 1978 by James MacGregor Burns and further developed by Bernard Bass. It is defined as a leadership style in which the leader model the behaviors which appeal to the followers higher ideals and values and they in turn demonstrate these behaviors (Schwartz et al., 2011). This type of leadership engages the nurse by encouraging feelings of support, developmental growth, reassurance, sense of belonging, and overall well-being (Tafvelin, Armelius, & Westerberg, 2011). The effects of transformational leadership have been studied over the past 20 years and has led to the inclusion of it as one of the five components of the 2008 Magnet Recognition Program. Magnet
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These were two of the areas surveyed in the study “Effects of Nursing Position on Transformational Leadership Practices;” the study showed nursing positions of director level or higher displayed the strongest transformational leadership (Herman, Gish, & Rosenblum, 2015). This study also showed all respondents, regardless of nursing position, needed most improvement on “challenge the process” and “inspire a shared vision” and recommends further emphasis is placed on improving these characteristics of transformational leadership in nursing leaders to improve work environments and patient outcomes (Herman et al, …show more content…
Less than 1 in 10 healthcare professionals speak up in regards to a concern with their coworker, 195,000 people die annually in U.S. hospitals due to medical errors, and 88% of healthcare workers complain of teamwork related problems (Moss & Maxfield, 2007). According to Dennis S. O’Leary, MD, President of the Joint Commission, “Effective communication is a cornerstone of patient safety” (Moss & Maxfield, part III, 2007). Nursing leaders can use crucial conversations to promote a culture of safety (Major, 2013). To help promote the element of individualized influence through crucial conversation, Joseph Grenny (2009) lists the following four conversations necessary to stop poor behavior, “Administrations must go public about pervasiveness of concerns, caregivers must directly confront disruptive behaviors, medical directors and nurse managers must respond appropriately to escalations, and administration must back up sanctions when they
These were two of the areas surveyed in the study “Effects of Nursing Position on Transformational Leadership Practices;” the study showed nursing positions of director level or higher displayed the strongest transformational leadership (Herman, Gish, & Rosenblum, 2015). This study also showed all respondents, regardless of nursing position, needed most improvement on “challenge the process” and “inspire a shared vision” and recommends further emphasis is placed on improving these characteristics of transformational leadership in nursing leaders to improve work environments and patient outcomes (Herman et al, …show more content…
Less than 1 in 10 healthcare professionals speak up in regards to a concern with their coworker, 195,000 people die annually in U.S. hospitals due to medical errors, and 88% of healthcare workers complain of teamwork related problems (Moss & Maxfield, 2007). According to Dennis S. O’Leary, MD, President of the Joint Commission, “Effective communication is a cornerstone of patient safety” (Moss & Maxfield, part III, 2007). Nursing leaders can use crucial conversations to promote a culture of safety (Major, 2013). To help promote the element of individualized influence through crucial conversation, Joseph Grenny (2009) lists the following four conversations necessary to stop poor behavior, “Administrations must go public about pervasiveness of concerns, caregivers must directly confront disruptive behaviors, medical directors and nurse managers must respond appropriately to escalations, and administration must back up sanctions when they